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Best Value Highlights

Best Value Highlights 2014 - 20152015

Service Highlights for 2014-2015 This ‘Service Highlights’ document provides a snapshot of the performance of Banyule Services in 2014-2015 in line with the objectives of the City Plan 2013-2017. It supports Council’s Annual Report 2014-2015 and Banyule’s commitment to reporting to our community on the ongoing application of the Best Value principles. For each service, this report incorporates the following information:

• Key Performance indicator results (KPIs) • Key Highlights for 2014-2015 • Future Challenges for 2015-2016

Contents Page

PEOPLE – Community Strengthening and Support

Health Aged and Community Planning 1

Aged and Disability Services (HACC) 2

Health Services 4

Community and Social Planning 7

Leisure Recreation and Cultural Services 11

Leisure and Cultural Services 12

Aquatics and Leisure Facilities 18

Youth and Family Services 22

Early Years Services 23

Youth and Community Partnerships 28

PLANET – Environmental Sustainability

Transport, Sustainability and Municipal Laws 38

Environmental Sustainability 39

Parks and Gardens 42

Operations 50

Waste Management and Education Services 51

Street Sweeping and Cleansing Services 54

Contents Page

PLACE – Sustainable Amenity and Built Environment

Capital Projects 56

Assets and Infrastructure 60

Urban Planning and Building 64

Development Planning 65

Building Services (Bpi) 67

Strategic Planning 69

Property and Economic Development 72

Transport, Sustainability and Municipal Laws 79

Municipal Laws Service 80

Transport and Development Engineering 83

PARTICIPATION – Community Involvement in Community Life

Governance and Communication 86

Governance 87

Customer Service 90

Communications 93

PERFORMANCE – Use Our Resources Wisely

Operations 98

Fleet Management Services 99

Human Resources 100

Finance and Procurement 103

Organisational Systems 107

Information Technology 108

Records and Information Management 111

Business Services 114

Our Best Value Performance Our Activities and Services The following statement provides information in relation to the services funded in the 2014-2015 Budget and the persons or sections of the community who are provided with the service.

Strategic Objective 1: COMMUNITY STRENGTHENING AND SUPPORT Support and strengthen the health and wellbeing of the Banyule community.

Business area: Health, Aged and Community Planning

Year Ended 30/6/2015

Revised Budget

$‘000

Actual $‘000

Variance $‘000

Variance %

Expenditure (Revenue)

Total

11,173 (6,287)

4,886

11,469 (6,597)

4,872

(296) 310

14

(2.65%) 4.93%

0.29%

Description of services provided:

Provision of the following to support, protect and enhance the community’s health and wellbeing:

Aged and Disability Services: Services for Older Persons and People with a Disability - service access and assessment, social support, assisted transport, home care, delivered meals, respite care, personal care, property maintenance, Senior Citizens Centres and Age Friendly City.

Health Services: Environmental Health - food safety enforcement & education and immunisation. Public Health - neighbourhood complaints (nuisance), Health Protection - tobacco, infection control, heatwave planning, prescribed accommodation, domestic wastewater management and public health emergency management.

Community & Social Planning: Supporting Council’s community consultation and engagement, demographic data analysis and Council’s direct service delivery areas. Supporting Council’s commitment to inclusion, access and equity, Municipal Public Health & Wellbeing Plan, Advocacy, support and planning on key social issues.

Page 1

Our Best Value Performance

Aged and Disability Services (HACC)

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014

Target 2014-2015/ Benchmark

comparison with Inner Group

ACTUAL 2014-2015

Operational Customer Satisfaction with the service. - Based on State

Government’s Annual Community Satisfaction Surveys.*

69* Banyule CSI score for

Elderly Support Services

(performance)

Inner Group average 69*

CSI score for Elderly Support Services (performance)


Elderly Support Services

(performance)

Notes: - *Indicators and results are based on survey measures in the Victorian Local Government Community Satisfaction

Survey (CSS) for 2014 and 2015. These are listed for comparison with the average results for the Inner Melbourne Metropolitan Group of councils (Inner Group). The Target 2014-2015 is based on: ‘Equal to or greater than the Inner Metro Council Group average for 2014’. The Actual 2014-2015 figure is based on Banyule’s result in the CSS 2015. (This is an indicative comparison, as there were minor changes to Council groupings in the CSS 2015. Banyule is now classified as a Metro Council, and is one of 17 councils in this group).

- The HACC team was formerly part of the Health & Aged Services management (business) area. As part of an organisational restructure in November 2014, Health & Aged Services became the Health, Aged & Community Planning business area.

Key Highlights for 2014-2015

• Supported more than 2,800 clients through the Home and Community Care program (many receiving multiple HACC services)

• Continued provision of Meals Service - Delivered 50,554 meals to approximately 290 clients

• Final report on Biomechanics Stage 1 completed. Biomechanics Stage 2 commenced to promote safe work practices in provision of personal care

• HACC Digitisation Project completed – all client records now electronic, ease of access to client records, and over time reduce the storage cost to Council

• Review of Gardening service completed and service delivery now successfully provided by in-house staff rather than contracted

• Agreement in principle with Olympic Adult Education (Alice House) to pilot a limited lawn mowing service to eligible HACC clients in West Heidelberg

• Rainbow Tick project has provided training and awareness for all HACC staff - to provide a more inclusive service. This will also help prepare Banyule to apply for Rainbow Tick certification

• Social Support Centres – renovations to kitchens and garden areas undertaken at Bond Street and Binnak Park

Page 2

Our Best Value Performance • Age-friendly City – Council successfully applied to the World Health Organisation to become an

Age-friendly City. Banyule City Council was accepted as a member of the WHO Global Network of Age-friendly Cities. Membership of this network supports Council’s work in enhancing the lives of older people in Banyule

• Application to World Health Organisation to participate in Global Age-friendly Indicator Pilot program was successful, culminating in a presentation in Geneva by Council officers of the project findings. Council participated in a pilot project on data collection for a draft WHO indicators of Age-friendliness. Banyule was the only Australian site selected to participate in this project. These learnings will be incorporated into Banyule’s Age-friendly City strategic planning

• Created an Age-friendly Advisory Committee and Champions group

• Enhanced the referral process for clients aged over 65 with a successful integration to My Aged Care website.

• Resources available to gather and analyse statistical data for projects such as Age-friendly City Indicators, Aged Care Reforms and NDIS impact modelling

• Co-ordinated a successful Banyule Seniors Festival throughout the month of October. In 2014, the program offered more events than ever and showcased the support offered by community organisations to open their doors and provide special events for seniors.

Key Challenges for 2015-2016

• Analysis of impact of Aged Care Reforms on HACC Services

• Analysis of impact of National Disability Insurance Scheme (NDIS) on Aged & Disability Services unit

• Managing implementation of TRIM and electronic records systems

• Client care needs are increasingly more complex – balance of high/low care has shifted as people live at home longer and require additional support and services to remain well and retain some independence

• Changes to Mental Health service system have resulted in fewer community resources therefore more pressure on HACC Services to provide services to meet community need.

• Continue to monitor and respond to the changing demand for the provision of Delivered Meals.

• Managing transition of HACC Assessment services to MyAgedCare, including requirement for both financial and physical separation of Assessment and Service Delivery Teams

• Analysis of requirement for new technology to support MyAgedCare interface with Council services, including mobile technology for Assessment Officers

• Assisting clients to navigate new referral process via MyAgedCare

• Implementation and data gathering for Local Government Performance Reporting Framework

Page 3


Health Services

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015



Banyule CSI scores

(performance):

Family Support Services:

66*

Enforcement of local laws:

67*

Inner Group average CSI scores

(performance):


69*

Enforcement of local laws: 66*

Banyule CSI scores

(performance):


69*

Enforcement of local laws:

65*

Total Number of Statutory Food Samples submitted for analysis

(between 1 March 2014 – 28 Feburary 2015, as per legislated requirements)

(Class 1 Food Premises = 67

Class 2 Food

Premises = 139 Total = 206)

Class 1- 45

Class 2 - 121 (Target 166)

Class 1 Food Premises = 77

Class 2 Food

Premises = 140 Total = 217



- The Health Services team was formerly part of the Health & Aged Services management (business) area. As part of an organisational restructure in November 2014, Health & Aged Services became the Health, Aged & Community Planning business area.


Food Safety

• In the 2014 calendar year 34 new food businesses opened in the municipality (resulting in a total of 724 food premises registered under the Food Act 1984 as at end June 2015)

• Statutory food sampling requirements of 166 samples were met with a total of 206 food samples submitted for the purpose of analysis in the set period of 1 March 2014 to 28 February 2015.

• Completed 1,171 statutory inspections/assessments of food premises in the year ending 31 December 2014.

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Our Best Value Performance Immunisation

• During the 2014 calendar year, 9,494 vaccines were provided at public immunisation sessions, 9,714 vaccines at school sessions and 1,274 via commercial sessions.

• Maintained an average of 91.97 % (90.38% last year) immunisation coverage for the age cohort of 12 months higher than the Victorian average of 90.9% and the Australian average of 91.23%

• Maintained an average of 90.45% (89.66% last year) immunisation coverage for the cohort of 24 months higher than the Victorian average of 89.66% and the Australian average of 89.36%.

• Maintained an average of 92.76% (92.68% last year) Immunisation coverage for the cohort of 60 months higher than the Victorian average of 92.63% and the Australian average of 92.16%.

• Implemented the Boostrix (Diptheria, Tetanus, Pertussis) catch up program at Secondary Schools which included year 7’s, 8’s, 9’s and 10’s, and HPV (Human Papilloma Virus) and Chicken Pox (catch up) to year 7’s.

Public Health

• Conducted a total of 216 statutory inspections of Public Health and Wellbeing Act premises during the 2014 calendar year.

• A total of 211 premises were registered under the Public Health and Wellbeing Act as at end June 2015.

• Investigated a total of 435 health/nuisance related complaints in 2014.

• Conducted 60 Tobacco education visits in the 2014/2015 financial year.

• Conducted 67 Tobacco Test Purchases in 2014/2015 resulting in 7 sales to minors.

• Developed Health related section in the reviewed Local Law No 1 (2015)

• Promoted new State tobacco legislation which increased the outdoor smoking bans (including childcare centres, kindergartens and preschools, and primary and secondary schools, children’s indoor play centres, public hospitals, registered community health centres and certain Victorian Government buildings).

• Received a $5,000 grant from Department of Health to assist in implementing new tobacco laws.

• Advocated to the State Government on local governments role highlighted in the Victoiran Ebola Response Plan.

• Implemented the Banyule Heatwave Plan for the 2014/15 summer period.

• Participated with Stalls in the Malahang and Kids Arty Farty Festivals

• Completed the Food Security Discussion Paper in Emergency Food Relief.

• Commenced the development of a Food Security Position Paper.

• Advocating to the Environmental Protection Authority (EPA) on behalf of local residents for the EPA to investige a noise complaint under State Environment Protection Policy No 1 (SEPPN-1).

• Development and provision of a flyer outlining key information and answering frequent questions posed by residents regarding an Industrial noise issue in the Greensborough area.

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Our Best Value Performance Key Challenges for 2015-2016

• Continuing to inspect suspected Rooming Houses and identify their operations fall under the definition of a Rooming House.

• Continuing to monitor the review of EPA policies and to advocate their potential impact on Council (eg: Septic Tank Certificates of Approval, SEPP N1 review)

• Managing succession plan for Senior Administration Officer role in conjunction with the Student Environmental Health Officer role.

• Implementation of Open Office – Health Manager for Health’s central database and reporting system.

• Planning and implementing a digitisation project ready for the move to Greensborough.

• Planning and organising the move to One Flintoff and ensuring adequate communication re Health’s requirements and general feedback is maintained.

• Planning for the introduction of mobile technology and a online portal system (in second and third stage of Health Manager implementation).

• Continued implementation of the TRIM system and preparing for the closure of the network drives.

• Review of pandemic preparedness for Council.

• Completing the Food Security Position Paper.

Page 6


Community and Social Planning

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015

Operational Customer satisfaction with the service. - Based on State


Banyule CSI scores

(performance):

Community Consultation and

Engagement 57*


(performance):


Engagement 59*

Banyule CSI scores

(performance):


Engagement 59*

Notes: - * Indicators and results are based on survey measures in the Victorian Local Government Community Satisfaction


- The Community and Social Planning team was formerly part of the Organisational Performance management (business) area. As part of an organisational restructure in November 2014, Community and Social Planning became part of the Health, Aged & Community Planning business area.


• Developed Banyule’s Electronic Gaming Machine Policy which was adopted by Council. A background paper was also developed.

• Put in an objection to the Victorian Commission for Gaming & Liquor Regulation regarding the Montmorency-Eltham RSL application for an increase in the number of Electronic Gaming Machines and renovation. Worked with Planning regarding the application.

• Partnered City Plan survey consultation exercise conducted from October 14 – Jan 15.

• Consultation conducted at various events with Customer service assistance complimented by online survey monkey – approx. 800 responses.

• Production of ‘What you said’ consultation summaries detailing the consultation approach and summarising community feedback within the City Plan policy areas. Documents are based on survey feedback along with various other consultation information gathered throughout the year.

• Monthly consultation meetings held with Council staff to discuss and coordinate consultation efforts and activities.

• Individual meetings & requests with business units to assist with consultation planning.

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Our Best Value Performance • Developed 2 “good practice” consultation videos highlighting examples of Banyule consultation.

• Inclusion Access and Equity Framework and associated Multicultural, Aboriginal, LGBTI and Disability Plans adopted by Council.

• Developed 2014-2015 Inclusion Access and Equity Action Plans - currently being implemented. Achievements from the plans so far include:

− Becoming a Refugee Welcome Zone and holding launch event. Over 50 people attended the event.

− Hosted harmony tent at Malahang Festival

− In partnership with Human Resources, developed a program of Inclusion Access and Equity training for staff. Specific sessions on LGBTI inclusion, Human Rights, Indigenous Awareness and Cultural awareness have been delivered.

− Participation in Midsumma Festival and Pride March in partnership with Darebin and Moreland Councils

− During Cultural Diversity Week:

- Organised a community group visit to the Islamic Museum

- Ran an Aboriginal art activity at the Kids Arty Farty Festival

- Supported (financially and administratively) the Banyule Indian Festival at the McCubbin Room

− Erected over 100 signs acknowledging Wurundjeri land

− Established and held 5 meetings of Council’s Disability Advisory Committee

− Nominated as a finalist for the LG pro service innovation award for Banyule Liveable Housing Project.

− Held activities to mark International Day Against Homophobia and Transphobia (IDAHOT) including flag raising and cocktail party. Approximately 275 attended the IDAHOT events.

− Held activities to mark National Reconciliation Week including flag raising and smoking ceremony, two film screenings of Message from Mungo and two cultural walking tours along the Yarra river. Approximately 170 people attended the Reconciliation Week events

− Mapped available services to refugees and Asylum Seekers in Banyule and brought together key services to discuss gaps and opportunities

• Hosted 6 meetings of the LGBTI and Multicultural Advisory Committees

• Established the Aboriginal and Torres Strait Islander Advisory Committee with 14 members

• Advocated to Federal Government on behalf of the community regarding:

− The Federal Government’s proposed changes to citizenship policy (particularly the revocation of citizenship for dual nationals)

− The Australian Human Rights Commission inquiry into the rights of same sex and gender diverse people

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Our Best Value Performance • Produced a suite of demographic profiles to help users understand the characteristics of the

municipality – profiles include:

− Banyule Profile, including separate profiles for each of Banyule’s 7 precincts

− Multicultural Profile

− Disability Profile

− Other draft profiles – Economic, Older Adults, surrounding LGAs.

• Revised the Banyule Community Profile for the Strategic Planning unit.

• Produced demographic analysis for the Youth and Family Plan.

• Revamped the Population data page on Banyule Central.

• Contributed to the WHO age-friendly city indicators pilot (produced demographic analysis, sourced data, developed indicator definitions, assisted in the development of a PowerPoint presentation).

• Undertook extensive analysis of the 2014 HACC Minimum Data Set and prepared and presented data during the HACC Services Planning Day.

• Analysed and presented HACC and Jets data related to clients aged under 65 years for the Disability Review Project.

• Identified inconsistent HACC data and worked with Aged Services to resolve.

• Analysed food inspection data out of Authority and presented data at the Health Services Planning Day.

• Analysed and prepared results of data/surveys, including:

− Passport to Living Well Feedback data

− Understanding and Improving CRM survey

− id staff survey

− City plan Consultation events feedback.

• Responded to ad-hoc data requests.

• Identified data issues in the id resources and worked with id to resolve.

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• Electronic Gaming Machines: Developing internal resources, guidelines and processes to respond to the impacts of applications for increase gaming machines.

• Community Engagement: Increasing consistency and quality of consultation and engagement practice across the organisation.

• Inclusion Access and Equity: Increasing the involvement of Council service units in developing actions and strategies for Council’s Inclusion Access and Equity Plans. Developing indicators for measuring the impact of the plans.

• Advisory Committees: Supporting Council’s community advisory committees to provide input into the direction of key Council policies and initiatives and issues of local concern.

• Advocacy: Developing a strategic approach to advocacy that responds to community concerns outside of Council’s direct control.

• Data: Making best use of available demographic and service data to inform service planning and development across the organisation

• Municipal Public Health and Wellbeing Plan: Clearly articulating the various ways that Council is responding to public health and wellbeing priorities.

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Our Best Value Performance Our Activities and Services

COMMUNITY STRENGTHENING AND SUPPORT Support and strengthen the health and wellbeing of the Banyule community.

Business area: Leisure, Recreation and Cultural Services


Revised Budget

$‘000

Actual $‘000

Variance $‘000

Variance %


Total

13,563 (6,333)

7,230

13,351 (6,540)

6,811

212 207 419

1.56% 3.27% 5.80%


Provision of the following to the municipal community/population as a whole:

Leisure & Cultural Services: Art collection management, culture and heritage development, festivals and cultural events, leisure programs for older adults, leisure programs for people with disabilities, sports pavilions and ground allocations, support for Neighbourhood Houses, community halls for hire and community buses for hire.

Facility & Contract Management: The Centre Ivanhoe function centre, library services, leisure facilities including: Ivanhoe Golf Course, swimming pools including Watsonia Pool, WaterMarc and Macleod Recreation Centre.

Banyule Leisure Facility Management: Ivanhoe Aquatic and Fitness Centre, Olympic Leisure Centre and Macleod Netball Stadium.

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Leisure and Cultural Services

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015


Government’s Annual Community Satisfaction Surveys.

Banyule CSI scores

(performance):

Recreational Facilities:

75* Community and cultural activities:

70* Art centres and

libraries: 73*


(performance):



72* Art centres and

libraries: 77*

Banyule CSI scores

(performance):



72* Art centres and

libraries: 77*

Note: * Indicators and results are based on survey measures in the Victorian Local Government Community Satisfaction Survey (CSS) for 2014 and 2015. These are listed for comparison with the average results for the Inner Melbourne Metropolitan Group of councils (Inner Group). The Target 2014-2015 is based on: ‘Equal to or greater than the Inner Metro Council Group average for 2014’. The Actual 2014-2015 figure is based on Banyule’s result in the CSS 2015. (This is an indicative comparison, as there were minor changes to Council groupings in the CSS 2015. Banyule is now classified as a Metro Council, and is one of 17 councils in this group).


• Banyule achieved good results in the Victorian Local Government Community Satisfaction Survey for 2014/2015 across the selected performance measures related to Leisure and Cultural Services. The results were amongst the highest service performance scores for Banyule and compare well with the average scores for the Metro Council Group average CSI. Of the respondents that were able to provide a rating, over 88% provided a rating of average or better in the three categories of recreational facilities, community and cultural activities, and arts centres and libraries

Sport and Leisure Projects and & Events

• Free Leisure Programs - A range of new and innovative leisure programs have been developed for the Banyule Community to improve people’s physical and mental health and wellbeing. The programs aim is to build partnership with existing community organisations, to develop a range of programs that engage with and bring the community together. The free programs included: Exercise in the Parks in partnership with Banyule Leisure, Games Night at the Watsonia library in partnership with the Yarra Plenty Regional Library Service, Picnic in the Park at Colleen St Reserve, Music in the Park at Viewbank Park, Billy Cart making & testing in partnership with Banyule’s Men’s Shed and Bunnings Northland and Neighbour Day Street parties held throughout Banyule in association with local traders. Knitting in Public World Day was held at 10 locations around Banyule, 2 more locations than last year.

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Our Best Value Performance • Movies on the Move – were held between November 2014 and March 2015 and included

seven movies in the seven wards of Banyule. All 7 events were well attended and the feedback from the community was highly commendable.

• Older Adults Recreation Program – Once again the older adults program has been very popular. These activities this year included a full day trip and a movie at Balwyn cinema.

• Sports Club Projects - Olympic Colts Cricket Club and Heidelberg Stars Soccer Club hosted come and try activities at Malahang Festival. North Heidelberg Football Club and Heidelberg Stars Soccer Club also held a multi-cultural day which bought the community together to raise awareness of cultural differences and understanding, with a focus on Junior and female participation. Heidelberg United Soccer Club conducted a Koori Soccer program targeting indigenous youth.

• Malahang Community Festival – In 2014 the Malahang Community Festival celebrated its 5th year. The event attracted approximately 2000 people over the course of the day. The event reached out to all local businesses and community groups and three food traders from The Mall provide food stalls at the festival as well as the 3081 Angels running the community sausage sizzle. We also ran the JetStart program for the first time at the festival with the theme of HipHop encouraging young Emcee’s and Deejays to become involved. The Malahang Community Festival brand continues to grow throughout the community.

• Banyule Festival for Twilight Sounds & Kids Arty Farty Fest incorporating the Grand Parade – Twilight Sounds and The Kids ArtyFarty Fest. Continues to be very well attended and loved by the Banyule Community. This year is estimated that over 3000 attended Twilight Sounds to sample an amazing array of local and Australian female soul acts as well as a diverse selection of stallholders. This year Twilight Sounds continued the “Jet Start” program which identified local young people to master a song and perform as the opening act. The Kids ArtyFarty Fest attracted large numbers of approximately 8000 people throughout the day with approximately 1000 people marching in the Grand Parade down Burgundy Street, Heidelberg. This year the theme of the parade was “Great Moments in History” and many groups embraced the theme with historical creations as they marched to the festival site at Sills Bend. The festival provided kids the chance to have a day immersed into creative and art activities.

• Carols by Candlelight – Carols by Candlelight was held at the Greensborough Town Square for the second time in 2014. Between 1,500 – 2,000 people attended.

• Sports Achievement Awards - Luke Darcy was the guest speaker at the 7th Banyule Sports Achievement Awards held on Wednesday 24 June. There were 51 nominations and 170 people attended the night. Winners on the night were Male and Female club person of the year Jim Sampson & Tracie Price, Senior Athlete Male and Female Liam Atkins & Danielle McDowell, Junior Athlete Male and Female Ben Major & Emma Butler, All Abilities Asha Hamilton and Community Club of the Year Watsonia Heights Junior Football Club.

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Our Best Value Performance Capital Works Projects & Planning

• Stage One of the Ivanhoe Aquatic redevelopment - completed in April 2015. This followed 14 months of construction works with the centre remaining active for the duration of the redevelopment phase. (Note: For further details refer to the Best Value Highlights report for Aquatics and Leisure.)

• Simms Road Oval Upgrades – Council has invested over $1.5M for the upgrades at Simms Road Oval including oval and fencing works, a brand new pavilion (due for completion in 2015) and associated Plenty River Trail works. The project supports the growth in junior AFL participation in the Greensborough and Montmorency region.

• Macleod Sports Field Lighting – Council successfully completed the upgrade and installation of new Sports Field Lighting at Macleod Park. The project was funded in partnership with the State Government and Macleod Junior Football Club, with the project officially opened by the Minister for Sport Damian Drum. The project supports the growth in junior AFL participation in the Macleod and Rosanna region.

• Yulong Reserve Multipurpose Facility –The project was funded in partnership with the State Government and Bundoora Cricket Club, with the project officially opened by the State Member Colin Brookes. The project supports the growth in in cricket and baseball participation in the Bundoora and Watsonia region.

• Olympic Leisure Centre- The Females and Males change rooms were extensively refurbished and a redesign and rebuild of the Reception area was completed. Pool hall visitor safety was also enhanced with the installation of improved safety barriers and the addition of CCTV throughout the centre.

Arts & Cultural Development

• Dada Lives – This major exhibition featured 10 contemporary Australian artists, with their work influenced by Dada, a movement started in reaction to the destructive forces of World War 1 and that has left lasting effects on contemporary art practice. The exhibition was curated by Ivanhoe-based curator Joe Pascoe and was launched by Mayor of Banyule Cr Craig Langdon. Dada Lives included an artist in residence, and two well-attended public programs.

• Pinpoint - This is an ongoing, multi-faceted arts project that launched in November 2014. It included a local art fair featuring 10 local artists and artist in residence. The exhibition opening was attended by over 200 guests. Pinpoint also comprised of a series of satellite events, including professional development workshops, ephemeral public art experiences and a local artist studio bus tour. The hub of Pinpoint is an online artist portfolio at www.pinpointartists.com.au. This resource allows local artists to create an online profile and showcase their work. It acts as a link between council, local artists and the general community. There are currently 75 artists who have signed up for Pinpoint, and this number is expected to grow.

• A Camera on Gallipoli & Recollections – This exhibition was a significant element of council’s commemoration of the centenary of WW1. It combined an exhibition from the Australian War Memorial of some of the most graphic and important photographs by Sir Charles Ryan, with WW1 objects, photographs and stories of the Banyule community. Over 800 people attended the exhibition. The Historians in residence were a huge success, assisting residents to better understand their family connection to the WW1 story. The opening featured an address by Alistair Thomson (professor of history at Monash University) and performances by local musician Lucas Michailidis and artist Tania Smith with more than 150 attending.

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http://www.pinpointartists.com.au/

Our Best Value Performance • I Love Olympic Village Laneway Makeover – This project generated three public artwork

outcomes over its two year duration. The final installation was a series of three large light boxes featuring contemporary artworks sourced via a competitive EOI process. These light boxes have received positive feedback and have not been tagged or vandalised. Although the project is now complete, the light boxes will remain in situ and will continue to be curated with new works every 4 - 6 months.

• Pinpoint Professional Development Series – Two Pinpoint professional development series were held. The first was part of the Pinpoint Art Fair Public Program and covered curating your own exhibition and creative writing techniques. Approximately 15 people attended these sessions. The second series taught participants the basics of photographic their own artworks and tickets sold out. These sessions were offered free of charge in response to community feedback.

Community Development and Engagement

• E-Newsletters and Social Media – Banyule Arts and Culture Facebook Page has had a 38% increase in ‘likes’ from 431 to 597, and the Hatch Facebook page has seen a 62% increase from 253 to 410 ‘likes’. The Monthly Arts & Culture E-News currently has grown 26% from 734 to 928 subscribers. These increases have been a result of targeted marketing campaigns for major events and exhibitions at Hatch, and writing posts and page updates on a much more regular basis. The Leisure E-News currently has 349 subscribers.

• Arts and Cultural Committees and Working groups– Arts and Culture have initiated a process of reinvigoration of their their Arts and Cultural Advisory Committee specifically in relation to the development of the Ivanhoe community Hub, the future of 14 Ivanhoe Parade and delivery of the Arts Plan. Working groups of the committee will support with Festival advice, the Public Art program, management of the art collection and professional development opportunities within Banyule.

• Internship and Volunteer Opportunities - Leisure and Culture continued to provide opportunities for the community to assist in the development and delivery of some of Council’s programs and services such as the Older Adults Program, the Free Leisure Programs, the Festivals and Events and the Arts Exhibitions.

• Greensborough Town Square – In August 2014 Council approved a 12 month service agreement with Fruit bowl productions to deliver four (4) events at the Greensborough Walk and Town Square during 2014/15 at no cost to Council. The four events involved the Greensborough Chamber of Commerce and involved local traders/organisations and stallholders. The four events included; Youth Buskers event, Organic & Sustainable market, Kids day out / baby & kids market and a Food & Wine event. An outcome of this program was a partnership with the Greensborough Chamber of Commerce and Fruitbowl productions resulting in the monthly Greensborough market returning to Main Street.

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Our Best Value Performance Grants, Recognition & Support

• Sports Development Grants – Council once again provided valuable funding to the sporting community for sports people and teams to cover travel costs, equipment costs and uniform costs.

• Arts Development and Presentation Grants – For the first time council created a separate application process for the arts grants in order to clarify the process for Banyule’s artists. This may have contributed to the high quality of applications and a resulting significant allocation of funds to arts and culture projects including: support for the publication of a history of Montmorency; a series of professional development workshops; development of a community dance film and song writing workshops for people with mental illness.

• Sports Club Development Forums - A range of sports forums for all sporting clubs were run. Including two (2) Responsible Serving of Alcohol Courses and one (1) each of the following workshops, Managing your Club, Social Media, Ice Alcohol & Other Drugs, Creating a 10k Event and Writing Successful Grants.

Major Leisure Facility Contract Management

• WaterMarc Facility – WaterMarc continues to exceed attendance and service targets for the community. The management and operation contract specification review has been completed with Council negotiating a new management contract to ensure the Banyule community receives value for money high quality services which meet the needs of our diverse community.

(Note: The Leisure and Cultural Services team continues to work closely with the Aquatics and Leisure Facilities team in co-ordinating leisure and recreation aspects related to the WaterMarc facility – highlights and challenges have been captured in the separate best value highlights report for the Aquatics and Leisure Facilities team.)

• Ivanhoe Public Golf Course - A 20 year lease with Leisure Management Services has been completed and approved by Council. The new lease started on 1 August 2014. All lease documents and required payments have been received by Council.

• Chelsworth Park - A 20 year lease with Ivanhoe Grammar School for the management and maintenance of Chelsworth Park has been completed. Significant upgrades of Council assets are included in the lease as well as public access to the park being maintained.

• The Centre Ivanhoe – Council has received positive feedback from clients hosting their events at The Centre Ivanhoe in relation to the service and the quality of food. We are looking forward to seeing the changes Spotless are implementing in service levels and menus and the outcome on our financial position in the next financial year.

• Community Halls- Continuous improvements at our Community Halls through the New Works & Services funding, we have received positive feedback from our clients on the new tables, chairs, blinds and trolleys. Banyule City Council’s Facility Access Grants was again well used by community groups enabling them to hold their fundraising events at Council’s halls.

Libraries

• Continued its role in supporting Banyule’s local Libraries - Yarra Plenty Regional Library (YPRL) network’s Ivanhoe, Rosanna and Watsonia libraries.

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Our Best Value Performance Key Challenges for 2015/16

• Assist in the development of the ‘One Flintoff’ project to minimise the impact to the operation of WaterMarc during construction as well as ensuring the new development integrates well within the existing building operations.

• Review the current Review Leisure and Cultures ten year capital works plan (ie Lighting Audit, State of Sport Report) and communicate our asset management and renewal plan to community groups and continue to address ageing infrastructure issues associated with Council facilities.

• Manage the ever increasing expectations and demands of sporting clubs and provide the service within our available resources.

• In partnership with Property Services, prepares a Leasing Policy which is fair, equitable and easy to understand for the many community groups who lease Council assets.

• Increase in women’s sport – consider allocation of sporting grounds and facilities given the increasing participation and demand.

• Continue to implement the Electronic Records Management system (TRIM) and explore leaner ways to conduct our business using a continuous improvement approach in preparation for the move to One Flintoff.

• Provision of programs and services that meet the requirements of the culturally diverse and demographically different elements of our community will require more community consultation and regular monitoring.

• Enhanced and intelligent use of timely and informative e-Communication media will continue to be one of the challenges to be addressed in 2015-16 to ensure that Banyule’s Aquatic and Leisure facilities meet community expectations in relation to communication.

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Aquatics and Leisure Facilities

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015

Operational Customer satisfaction with the service. − Based on State



Recreational Facilities

(performance)


CSI score for Recreational

Facilities (performance)


Recreational Facilities

(performance)

Attendance at Council provided leisure centres^

1,932,543^ 1,000,000 1,737,835^

Notes:

- * Indicators and results are based on survey measures in the Victorian Local Government Community Satisfaction Survey (CSS) for 2014 and 2015. These are listed for comparison with the average results for the Inner Melbourne Metropolitan Group of councils (Inner Group). The Target 2014-2015 is based on: ‘Equal to or greater than the Inner Metro Council Group average for 2014’. The Actual 2014-2015 figure is based on Banyule’s result in the CSS 2015. (This is an indicative comparison, as there were minor changes to Council groupings in the CSS 2015. Banyule is now classified as a Metro Council, and is one of 17 councils in this group).

- ^ The indicator has been reviewed and aligned with the introduction of the Local Government Performance Reporting Framework (LGPRF). Banyule’s indicator set for 2014-2015 includes the LGPRF indicator for Aquatic facilities (utilisation), as well as an indicator for ‘Attendance at Council provided leisure centres’. The 2014-2015 target was capped to 1,000,000 as the Ivanhoe Aquatic Centre has been closed for renovations during the financial year. These figures are inclusive of WaterMarc, Macleod, Ivanhoe Aquatic, Olympic and Nets leisure centres.

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Our Best Value Performance Key Highlights for 2014-2015

Ivanhoe Aquatic & Fitness Centre (IAFC) and Olympic Leisure Centre (OLC)

• Stage one of the $6m Ivanhoe Aquatic redevelopment was completed in April 2015 helping modernise the centre with a host of improvements. This followed 14 months of construction works with the centre remaining open for the duration of the redevelopment phase. The improved facility has already increased its membership by more than 30%.

• The relaunched facility celebrated with an official Gala Re-opening in May. The improved facility includes:

− A new gym, doubled in size to 500 square metres, complete with a range of new state-of-the-art gym equipment

− Better access for all abilities including a new lift, improved reception and foyer areas, with easy ‘swipe-card’ access for members

− A new café with outdoor seating and deck area

− An additional group exercise room and new fitness programs and additional children’s program room

− A skylight over the main pool hall, new larger Spa pool

− Fully refurbished and extended amenities, including more accessible change rooms

• Operational continuity was achieved by relocation of key program areas (reception and gymnasium) and the provision of a suite of temporary portable amenity blocks.

• Multiple member retention strategies were being employed to encourage members to continue their usage of the centre during building including reciprocal rights to Olympic Leisure Centre.

• Ivanhoe Aquatic Learn to Swim enrolments were sustained despite the requirement for participants to use interim amenity facilities while building works progressed. Enrolments for the Olympic Leisure Centre (OLC) Learn to Swim program also retained good numbers of participating children.

• To provide better service for visitors at Olympic Leisure, the Females and Males change rooms were extensively refurbished and a redesign and rebuild of the Reception area was completed. Pool hall visitor safety was also enhanced with the installation of improved safety barriers and the addition of CCTV throughout the centre.

• Health and Fitness member numbers at OLC declined slightly – a reflection of increased low priced local direct competition. OLC continues to provide a popular range of affordable membership options and supports a high proportion of members and visitors who are able to access the centre at concession rate fees.

• New key staff appointments to the Banyule Leisure leadership team included the Operations Coordinator and the Health & Fitness (Group Fitness) Team Leader roles.

• The electronic profile of BLFM was enhanced with strengthened Facebook presence.

• Banyule Leisure Facilities Management (BLFM) staff worked closely with teams from Leisure, Recreation and Culture and Youth Services to enhance the diversity of programs offered at community events, including the Kid’s Arty-Farty Festival, Malahang Festival, the Olympic Village Maker’s Markets, Seniors’ and Children’s Weeks, the Olivia Newton John Wellness Walk and other events.

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Our Best Value Performance Banyule Leisure

• Banyule City Council facilities managed internally by Banyule Leisure Facilities Management (now Banyule Leisure) – were rebranded as Ivanhoe Aquatic, Olympic Leisure and Nets Stadium - Banyule.

WaterMarc

• Examples of the range of initiatives delivered at WaterMarc included:

− The Youth waterslide nights run during each term

− The Technogym competition - Just by moving more, Banyule residents using the gym at WaterMarc won $50,000 of gym equipment for St Helena Secondary College, beating all other participating gyms in Australia in a global fitness challenge. WaterMarc was Australia’s top performing gym. The competition saw 20,000 people at 176 fitness clubs around the globe participate in the 'Let's Move for a Better World' campaign, which gave gyms the chance to ‘donate’ physical exercise and promote wellness in local schools.

• WaterMarc continues to exceed attendance and service targets for the community, welcoming 795,044 visits during 2014-2015.

Note: The Aquatics and Leisure Facilities team continues to work closely with the Leisure and Cultural Services (LCS) team in co-ordinating leisure and recreation aspects related to the WaterMarc facility. The team provides support services, and the highlights and challenges related to the WaterMarc facility have therefore been captured in this highlights report. (The separate best value highlights report for the LCS team includes information about WaterMarc in terms of the role of the LCS team and the net budget for the facility.)

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• Regrowing business activity at Ivanhoe Aquatic following completion of Stage 1 redevelopment works will be the major focus for Banyule Leisure.

• Implement key recommendations from the BLFM Service Review which was completed in late 2014

• Growing and maintaining the Olympic Leisure Centre membership base and continuing to provide attractive and cost effective, yet affordable, membership or participation options will continue to be a focus for BLFM.

• Provision of programs and services that meet the requirements of the culturally diverse and demographically different elements of our community will require more community consultation and regular monitoring.

• Enhanced and intelligent use of timely and informative eCommunication media will continue to be one of the challenges to be addressed in 2015-16. Expectations of members, residents and visitors, for timely access to useful information, to resolve issues and for communication of changes to operational activities all need quick responses. Further investigation of a dedicated Banyule Leisure website presence, increased intelligent use of Facebook and similar media, and more regular use of email and SMS will all require ongoing consideration and refinement so as to ensure that Banyule’s Aquatic and Leisure facilities meet community expectations in relation to communication.

• Assisting key user groups to expand programmed competition at Nets Stadium and restore community confidence in the conduct of seasonal indoor programs will continue to be a focus for Banyule Leisure into 2015-16.

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COMMUNITY STRENGTHENING AND SUPPORT Support and strengthen the health and wellbeing of the Banyule community.

Business area: Youth and Family Services


Revised Budget

$‘000

Actual $‘000

Variance $‘000

Variance %


Total

9,336 (4,796)

4,540

9,238 (4,544)

4,694

98 (252) (154)

1.05% (5.25%) (3.39%)


Provision of the following to families, children and youth:

Youth & Family Strategic Management: Municipal Recovery Management, Banyule Child, Youth and Family Plan.

Early Years: Child care centres, early childhood facilities management and capital works program, Early Years Networks facilitation, Kindergartens and Universal Access, Kindergarten Central Enrolment, Maternal and Child Health Services, Inclusion Support Facilitators.

Youth & Community Partnerships: Jets Studios, Community Support and Resource, Youth Services, Banyule After Hours Youth Outreach Service (Link-U), Community Safety (including Graffiti Management), Community Liaison, Community Building (formerly Metro Access), Community Development Grants, Employment Programs, Trust Management, Volunteer Recognition Awards, Place Management – Project 3081.

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Early Years Services

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015



66* CSI score for

Family Support Services

(performance)


CSI score for Family Support Services (performance)

69* CSI score for


(performance)

- Based on BCC annual users survey for Early Childhood Services

100% 90% 100%

Key Ages and Stages: participation rate for 3.5 year visits

76% 75% 86%

Note: *Indicators and results are based on survey measures in the Victorian Local Government Community Satisfaction Survey (CSS) for 2014 and 2015. These are listed for comparison with the average results for the Inner Melbourne Metropolitan Group of councils (Inner Group). The Target 2014-2015 is based on: ‘Equal to or greater than the Inner Metro Council Group average for 2014’. The Actual 2014-2015 figure is based on Banyule’s result in the CSS 2015. (This is an indicative comparison, as there were minor changes to Council groupings in the CSS 2015. Banyule is now classified as a Metro Council, and is one of 17 councils in this group).


Early Childhood Services (ECS)

• St Hellier Street Children’s Centre was assessed as Exceeding National Quality Standards under the Department of Education and Training (DET) Quality and Assessment Rating system.

• Continued partnership with Maternal and Child Health Service to enable the delivery of 3.5 year old checks on site at Audrey Brooks Memorial and Olympic Villages Pre-schools.

• Well attended bi-monthly Banyule Child Care Services Network meetings, with an increased number of requests received from external speakers, particularly agencies that support children and their families.

• Continued to provide free fresh fruit, fresh drinking water and oral health tools to children and families at ECS managed sites for the promotion of healthy lifestyles.

• Reflective Practice Groups with the Educational Leaders continued for each of the 5 ECS managed Early Childhood sites. Educational Leaders have facilitated training for Banyule Early Childhood Services educators in a range of topics relating to improving practices in working with children, their families and the community.

• Completed DEECD (now DET) funded Capital Works projects for the newly constructed Olympic Village Child and Family Centre and upgrades to Interlaken, Winston Hills and Audrey Brooks Memorial kindergartens.

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Our Best Value Performance • Successful introduction of Kindergarten Open day in February which was prior to 2017

kindergarten enrolments opening. Annual Kindergarten Open day will be the last Saturday in February.

• 2016 Ratio Change Information session for committee managed community kindergartens in collaboration with the North Western Metro regional office of DET and Early Learning Association Australia (ELAA). The session was followed up with individual consultations with kindergarten committees and kindergarten cluster managers to establish 4 year old kindergarten capacities for 2016.

• Partnership with Melbourne Polytechnic (Educational Institute) for in kind collaborative sharing of resources and supporting placement of students.

• Purchase of a fire pit at St Hellier Street Children’s Centre to incorporate children’s interests and allow for family engagement into the educational program.

• Sustainable practices enhanced at Morobe Street Children’s Centre with the introduction of green cones as a means of reducing good waste.

• Introduction of recycling hubs at Joyce Avenue and St Hellier Street Children’s Centres as a means of collecting recyclable materials including batteries, videos, CD’s from families.

• Audrey Brooks Memorial Kindergarten demonstrated responsible pet ownership and educational practices with animals through having chickens at the service and encouraging children to care for them including, feeding, cleaning, collecting eggs and nurturing them.

• The delivery of a 3 year old kindergarten program at Audrey Brooks Memorial Kindergarten in the new playroom.

• Reintroduction of entry and exit surveys for families commencing or ending their care arrangements with Banyule managed early childhood services.

• Successful recipient of a $63,000 Long Day Care Professional Development Grant through the Department of Education & Training - for resources and professional development opportunities for Early Childhood Educators.

• Introduction of “Banyule Children” on Facebook across Early Years.

• Well attended Banyule City Council Kindergarten Network meetings with representation of Committee managed kindergartens.

Maternal and Child Health (MCH)

• Significant improvement in attendance rates at 3.5 to 4 year old assessments. Statistics indicate attendance has increased to 86%, a 10% increase. Banyule MCH now exceeds the state target of 77%. All other Key ages and stages visits exceed State targets.

• A facilitated Saturday fathers group was piloted to improve engagement of fathers.14 fathers attended this group and feedback indicated the group responded to the social and information needs of fathers. Further this group provided fathers with the opportunity to guide the development of future father friendly programs.

• Liaised and collaborated with a number of community organisations including 3081 Angels providing vulnerable families with nursery equipment and material support.

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Our Best Value Performance • Improved outreach service to Odyssey House to ensure that families in this facility are engaged

with the MCH service and provided with appropriate referrals and support. Liaised with Banyule Community Health to provide additional early intervention services for these children.

• Participated in a number of research projects; Autism Spectrum disorders the SACS-R (Social and emotional screening Revised) partnership with La Trobe University. This provided staff with improved capacity to identify children with autism.

• Staff completed Family Partnership Training in conjunction with the Royal Children’s Hospital. This course provides staff with enhanced skills in work collaboratively with families.

• Participated in the development of the new State-wide Maternal and Child Health “Child Development Information System.”

• Continued the partnership with Banyule Community Health Centre including offering talks on healthy eating and promotion of the benefits play to families.

• The Maternal & Child Health team continued to work on group projects specific to supporting vulnerable families and fathers. The aim was to provide improved outcomes for children and their families and optimum service delivery.

• Planned and delivered the 100 Faces Children’s Week project in October 2014. The outcome was the celebration of the views of local children on matters that affect them. The flow on impact of the project was sharing the information with community, various Council business units and using the information to influence Council decision making.

• $7,139 was raised through community donations to support Banyule Community Camps project. Summer holiday camps and family camps were the offered to referred residents.

• The Toys for Tots campaign provided gifts for 270 Banyule children. The project was supported by volunteers sourced from local residents, Bank West, CBA and Ivanhoe Girls Grammar and multiple toy collection agencies in Banyule.

• Received a grant of $25,000 from DET to support the training and development of a local network specific to responding to the needs of vulnerable communities.

• Additional service provision highlights for MCH:

− Received 1,668 birth notices into the municipality

− Conducted 14,004 Key Age and Stage (KAS) visits, including Aboriginal and Torres Strait Islander (ATSI) clients

− Conducted 3,633 additional visits for first time mothers, mothers and infants identified with special needs or vulnerability, outreach and developmental screening.

− Conducted 296 new parent groups, which includes 6 sessions, with the aims to provide parents with additional information and opportunities to connect with others.

− Undertook 176 community strengthening activities which included working with colleagues in Department of Human Services, non-government agencies for the betterment of vulnerable families, collaborating with Council’s Early Years Children’s Service.

− Referred 1,030 children to other agencies, which included development and growth issues, illness, communication and eight protective notifications.

− Referred 116 mothers to other agencies, including 37 family and domestic violence referrals.

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− Helped breast feeding rates continue to be high across the municipality and be one of the highest in the state

− Conducted over 230 outreach home visits to vulnerable families

− Used the Victorian Interpreter telephone service to ensure families gained maximum benefits from Maternal & Child Health Consultations.

Early Years Strategic (ECS & MCH)

• In partnership with internal and external working parties, completed the development of the Youth and Family Services Strategic Plan.

• In partnership with various Council business units, planned and delivered a representation at local events including Malahang Festival, Kids Arty Farty Festival, nature play day and Movies on the Move. The outcome was increasing the profile of Early Years in the community and promoting key health and wellbeing messages.

• In partnership with Leisure and Cultural Services, planned and delivered a research case study focused on consulting with community on local playground redevelopment. The outcome was a statistical and anecdotal analysis of successful consultation methodology to apply to future practices. An additional benefit was the development of an information rich project scope to inform the development of three local playgrounds.

• Stage One of the Olympic Village Learning Hub (Child and Family Centre) has been completed. The services on site include 4 year old funded sessional kindergarten and Maternal & Child health services. It has been designed to meet local demand for a range of quality services for children and their families at key ages and stages in one convenient location.

• Successful recipient of a $2M grant from the State Government for the development of an Early Years Hub on Sherbourne Primary School.

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Early Childhood Services (ECS)

• Ongoing Government funding for 15 hours of kindergarten past 2017

• Impacts of 2016 ratio changes in standalone kindergartens

• Addressing the issues of ageing infrastructure and related building maintenance.

• Introduction of an online payment system for Kindergarten Enrolments.

• Streamlining of recruitment processes to seek suitably qualified educators for Banyule managed services.

Maternal and Child Health (MCH)

• Providing early and sustained support for vulnerable families, including securing supported play group funding

• Enhanced MCH review and the outcome, still waiting on future direction from State Government.

• Increasing numbers of family violence being identified and family break down and limited referral services. Training will be provided for MCH nurses by DET to further enhance skills in this area but referral pathways remain limited

• Continuing to maintain key performance indicator (KPI) requirements for Key Ages Stages (KAS) visits.

• Increase in asylum seekers, temporary residents and international students presenting with issues but have no health care cards.

• Implications for local government authorities (LGA’s) regarding the Vulnerable Children Report and Action Plan and added responsibilities for the needs of children in out of home care.

• Implementation of the state-wide “Child Development Information System”, the new MCH Database

• Responding to the needs of complex families especially those affected by drug and alcohol addiction

• Managing the increased expectation of what the MCH service can provide to families

• Targeted consultation with vulnerable families requiring increased consultations and support with limited referral pathways and or long waiting periods

• Budgetary constraints, particularly around funding from Department of Education and Training and the new memorandum of agreement, Municipal Association of Victoria will be advocating for a realistic unit price 2015/16.

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Youth and Community Partnerships

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015



66* CSI score for


(performance)


CSI score for Family Support Services (performance)

69* CSI score for


(performance)

97% Percentage of

people who feel safe in Banyule

80% Percentage of people

who feel safe in Banyule

96% Percentage of

people who feel safe in Banyule



- The ‘Percentage of people who feel safe in Banyule’ indicator is measured via the CSS, and is an additional question for Banyule.


Community Development Grants

• In the 2014-2015 grant round, the amount distributed through Council’s Community Development Grants Program was $198,735 to eligible projects, fostering community spirit, social health and well-being within Banyule. Council distributed grants to 64 approved applications. Overall, 146 applications were received requesting a total of approximately $640,000. Applicants were required to address clearly identified community needs and support one or more of Council's five key objectives - People, Place, Planet, Participation and Performance.

Project 3081

• Council committed $175,000 from the capital works budget to initiate Project 3081 in 2014, which continued a coordinated place based approach to community building initiatives in Postcode 3081. Project 3081 also provides ongoing service support to agencies including SACOV (Somali Australian Council of Victoria), North East Somali Assoc., Alice House, OAE (Olympic Adult Education), E focus, The Hub, Shop 48. In addition, Project 3081 assists with Council and Community grant seeking.

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Our Best Value Performance • A number of community projects were undertaken by Project 3081 including:

− A lead role in developing 3081 Agency Network in response to the continued need for agencies working in the postcode 3081 area to remain in contact and to collaborate cooperatively. This project supplants 3081 Connect, a community governance model that operated in the transition from the State Government’s Neighbourhood Renewal program, which concluded in 2012. Agencies will continue to engage local residents in working groups and targeted consultation initiatives.

− A series of community forums that circulated information to local residents on key issues such as ice methamphetamines, rubbish dumping, and new laws and policing powers relating to the reform of counter terrorism legislation.

− A wide range of community events, celebrating place and culture. These included: Banyule’s first Mosque Open Day; Three Olympic Village Makers Markets, including a twilight outdoor cinema event; Lunar New Year celebration at the Bell St Mall; and a Multicultural Sports Celebration at Shelley Park.

− Facilitation of resident engagement in a range of projects, including design and creative participation to shape refurbishments of the Bell St Mall and the Olympic Village shopping centres. Thirty children worked with Make Yourself At Home studio to collaboratively design feature furniture for the Bell St Mall. Residents and visitors of Olympic Village contributed to the design of a traffic calming installation in Moresby Court. The school population at St Pius X primary school produced artwork from household waste and participated in a community exhibition at Banyule Community Health Centre for one month from World Environment Day.

− Collaboration with the Department of Health and Human Services and Council’s waste recovery unit to pilot a new waste management initiative at Bell Bardia Estate, which involved producing new bin corrals, replacing residual and recyclable bin stock, and engaging residents in waste education activities.

− The Mall’s co working space digiDECL business incubator was a result of a strong partnership initiative involving Council, Darebin Enterprise Centre Ltd (DECL), Australia Post, Bell Street Traders Association and Regional Development Australia. The project was launched in August 2014. Now established, liaison with DECL is supported through Council’s economic development unit. Project 3081 will continue to encourage Bell Street Mall traders to use the business planning services of DECL

− In partnership with the Somali Australian Council of Victoria (SACOV) Council provided 12 months’ funding for the employment of a Community Development support worker. The worker has raised greater understanding and responses to the complex needs of the Somali speaking community of Banyule and emerging unmet needs of young people within this community. Supported by Council’s Youth Services, this position will be refunded and soon accommodated at shop 48 Community Services hub. It is envisaged that the co-location of this position with generic social services, will offer greater support to Banyule’s Somali speaking community.

− Northland Urban Renewal Precinct - Project 3081 continues to support the work of Darebin Council through their Northland Structure planning process. The collective of Darebin, Banyule, LaTrobe University, MPA (Metropolitan Planning Authority), Department of Health and Housing and DTPLI (Department of Transport, Planning and Local Infrastructure) are focused on a Joint Community Infrastructure plan which addresses proposed population growth along Darebin Creek. Community information sessions and a final report are due late 2015.

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− Shop 48 The Mall - Council has leased shop 48 The Mall to consolidate some support services, offer co tenancy to other community services, and provide meeting & activity space to the community. A functional design has been completed, the lease signed, permit obtained, staff configuration determined, internal works due to be completed Spring 2015. Staff will commence moving to the Mall late 2015

− Council has formally committed to stage 2 of the Olympic Village Learning hub. Discussions are underway with Olympic Adult Education and their vision for a new Neighbourhood House on the Charles Latrobe College Olympic Campus site. Council will undertake negotiations with DET (Department Education & Training) to acquire the land.

Volunteer Celebration and Awards

• The Banyule Community Volunteers Awards and Celebration Dinner was held on 14th May 2015 during National Volunteers Week with over 400 guests in attendance. A total of 58 nominations for 7 categories were received of which 16 received awards. The Citizen of The Year award was again presented and for 2015 was awarded to Maria Welsh in recognition of her outstanding volunteering with Banksia Palliative care.

Preventing Violence Against Women (PVAW)

• White Ribbon event held

• White Ribbon Action Team and action plan continued

• Recommenced the Banyule Nillumbik Family Violence Network which supports/ improves coordination local family violence services

• Provided feedback to submissions from regional partners into the Royal Commission into Family Violence

• Conducted a forum held in partnership with Metro Access which targeted women with a disability. The forum tackled the sensitive issue of violence against women and empowered women to recognise and talk about the issue and provided links to support services.

• Continued Managers training for the Family Violence Policy.

Community Safety

• Community Safety co-ordinated and supported the implementation of Year 3 of the Safer Banyule Plan. Some of the key outcomes included:

− Responded to 123 residents’ issues (in addition to recorded CRM’s), a slight increase from the previous year (118). Major issues involved graffiti (37%), followed by anti-social behaviour (9%), then rubbish dumping, hoon driving, poor infrastructure and amenity, young people, and lighting.

− Community Safety Month (October) activities including the Banyule Liquor Forum, and Childrens’ Week event at Olympic Village, Heidelberg West.

− The inaugural Clyde James Smith Memorial Police Leadership Award presented at a function to an exemplary police member from Banyule.

− A Community Safety Expo as part of the Malahang Festival.

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− An International Women’s Day brunch for women leaders, volunteers and community members across Banyule to celebrate and recognize their achievements. There were 170 in attendance.

− Worked in partnership with Victoria Police and Neighbourhood Watch to hold a Safe Plate Day in Heidelberg West. With assistance from SES (State Emergency Services) and Heidelberg Rotary, 85 cars were fitted with security screws to deter numberplate theft and fraud.

− Worked with the Environment Sustainability team to facilitate the Rags2Riches project (through the Department of Justice and Regulation). This provided the opportunity for Council staff to donate good quality clothing for disadvantaged community organisations. Capacity filled bins and extra boxes were collected from five Council sites.

− Community Safety Officers collaborated with the Economic Development team in a cross-Council working group for the Public Safety Infrastructure Grant (PSIF) for The Mall, Heidelberg West. This included joint presentations at a Department of Justice and Regulation forum about the Public Safety Infrastructure project.

Graffiti Management

• The Graffiti Management Strategy and Action Plan has been completed and adopted by Council following research and extensive consultations. The new four year strategy defines key actions under the four E’s framework of Engagement, Education, Enforcement and Eradication. This will be launched at a function in August 2015.

• Key graffiti initiatives delivered in the past 12 months include:

− Community Corrections Program – removed approximately 3,909 sq metres of graffiti across the municipality; 212 hours were completed by offenders. Council now has 40 sites which are visited by the work team on a regular basis.

− “Adopt Your Space” program – distributed 116 graffiti removal kits to residents, community groups and traders (a slight increase from 112 last year). Kits and graffiti information were distributed at community events including Malahang Festival, and a graffiti project launch at Diamond Village Shopping Centre.

− Watsonia Bin Project - In Term 3, 2014, Council led the project which saw grades 5 and 6 students from Watsonia Primary School, along with a local artist Lisa Foley, paint 26 panels with designs and artworks. Attached to rubbish bins in the Watsonia Shopping Centre, they give young people the opportunity to contribute to the built environment and actively encourage graffiti prevention.

− State Government funded graffiti projects - “Reclaim the Streets” at Heidelberg West, and “Addressing graffiti at Diamond Village Shopping Centre” at Watsonia. Working with community partners including two schools, and Council’s Street Art program, extensive graffiti around these areas was removed and two murals were installed to reduce incidents of graffiti and vandalism. Community events and launches were held for both projects.

• The Street Art program this year has continued to work alongside the broader Graffiti portfolio to better streamline the mural application process. Staff continued to work holistically with participants particularly around re-engagement into education and training, reduction of substance abuse, assistance with legal issues and support with family breakdown.

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Our Best Value Performance Community Building/ Metro Access

• The key Metro Access initiative, Sensitive Santa, has been handed over successfully to Yarra Plenty Regional Libraries and will continue to live on through the libraries indefinitely. Sensitive Santa has been presented & celebrated at a National Conference for Libraries as an example of best practice & new ways to work within the Library space and in 2014 successfully delivered to 30 families with Children on the Autism Spectrum.

• Commenced a tri-Council partnership project – the Enabling Women Program. The program targets 12 local women with disability and aims to increase their leadership skills and build individual capacity.

• After significant Metro Access advocacy, a Hoyts Sensory Friendly Film was successfully delivered in Greensborough to 84 individuals.

• ‘Identifying and Preventing Violence against Women with Disability’ forum was successfully held to a captive and engaged audience of 30 women with disability. This was a successful partnership effort between Banyule City Council, Women’s Health in the North, Victoria Police and Berry Street.

Youth Services

• Youth Services has continued to offer a variety of engagement, development and recreational opportunities for young people in the last 12 months. These have included School holiday activities run in partnership with Exodus and Open House, Youth Waterslide nights delivered each term at Watermarc, the Northern Skate & BMX titles, Fortnightly open sessions at the Malahang Bike hut delivered in partnership with volunteers, Health promotion focused talks in a number of local schools focusing on “Safe partying”, “Positive Parenting” and “Social media & Body image”, a youth section at the Malahang Festival which included a scooter comp and music stages, a Somali young Women’s advisory group and facilitating opportunity for Youth advocacy:

• Delivered 128 short-term face to face individual sessional support episodes to young people in 2014-15, an increase of 7%. These sessions were used to facilitate successful referral into appropriate services and supports. Anxiety, depression, self-harm, social isolation, family and relationships conflict, and legal issues were the most common presenting issues faced by young people. In addition significant support was provided using social media platforms such as Facebook and also via the phone – this support was provided to approximately 450 individuals, however often each individual required a number of interactions. This support has increased significantly in the past year, up around 50%.

• ‘Tackling Bullying in the community’ forum – Banyule Youth Service (in response to a notice of motion) delivered a bullying forum aimed at empowering community members with knowledge, and combating bullying in the community. The night was very successful with a guest speaker, panel of experts and 140 people attending.

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Our Best Value Performance • RISE – the Rise program was delivered to two separate groups of young women aged 14 -17

years in the past 12 months. The first program targeted Greensborough, and the second targeted young women from the West Heidelberg region who were either not attending school or who were at risk of disengaging from school. During the 6 week program, participants had the opportunity to come together to try out activities that represented a different field of work that they may wish to consider studying or working in including hairdressing, animal care, community services, hospitality and make-up artistry & nail art. The girls were given course information and support in accessing youth services, as well as having the opportunity to discuss topics such as safe partying, mental health and their rights and responsibilities. The program resulted in fantastic outcomes with 90% of participants re-engaging in education traineeships or employment.

• African Women’s Action Group (AWAG) - One of the recommendations from the Youth Summit was a request for increased opportunities for Somali young women to engage in community activities that are culturally appropriate. Out of this recommendation, Banyule

• Youth Services have worked with a group of Somali young women to establish a leadership group. The group has called themselves the African Women’s Action Group (AWAG) and their purpose is to Inspire, Engage and activate Change within their community. The group formed their purpose and actions during a leadership retreat held in March 2015. During this retreat, the group determined that their focus would be increase African young women’s access to sporting and community activities, to seek leadership opportunities for local African young women and to promote education pathways for local African young women. The AWAG’s first activity will be an African young women’s basketball tournament to be held on August 8th. This event will double as a fundraiser with proceeds going to support local young women’s access to a designated sporting space at the Olympic Village Leisure Centre on Friday nights.

• Time Out - After developing a very successful support model for young people who were living out of home without support, Banyule Youth Services built on the knowledge obtained through Time Out to develop two booklets aimed at providing information and resources on how to support young people who are informally living out of home. The Living Out and The Learning Journey booklets provide teachers and families with important tips on the support needs of young people who are unable to live at home. The booklets have been received exceptionally well throughout the sector and are being broadly circulated. Jets consolidated strong participation rates and delivered unprecedented levels of activity. An average of 225 individuals accessed Jets each month - 68% were male and 32% were female, with 22% of the total being people with a disability. Jets delivered 450 sessions across the year.

• YouthFest 2014 was held at Macleod Park in September drawing the largest crowd yet, with over 3000 local young people attending across the day. The day featured local bands and DJs, free amusement rides, skate park, stalls and a range of interactive activities. All activities were youth led, with more than 150 young people volunteering and running stalls, activities and stages. Several local community agencies were also involved.

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Our Best Value Performance • Queer Sphere has continued in 2015 despite the loss of funding in late 2014. Queer sphere

continues to provide a space for LGBTIQ (Lesbian, Gay, Bisexual, Transgender, Intersex, Queer) young people come together and discuss issues that are important to them. The Queer Sphere program takes an active role in promoting diversity and inclusion at events such as Mid Summer festival and IDAHOT (International day against homophobia & transphobia) celebrations. Youth engagement officers also provide support, advocacy and secondary consult to local schools, services and young people in relation to LGBTIQ (Lesbian, Gay, Bisexual, Transgender, Intersex, Queer) issues and homophobia.

• Jets continues to offer a range of innovative programs for people with disabilities through the Jets Creative Arts Program funded by the DHHS (Department Health & Humana Services). Between 25-30 young people per week attended this program and created music and artworks. The popularity and strength of the program has led to Jets being approached by a number of organisations interested in pursuing a new program at Jets funded by participants Individual Support Payments. Work has begun to research the best model for Jets to pursue in the context of the impending NDIS (National Disability Insurance Scheme) implementation.

• The Eaglemont Dirt Jumps were redeveloped during 2014-15, with the project being led by the Banyule Youth Services team, in partnership with Open space planning, Horticultural services and Parks and gardens. Community consultation was undertaken with feedback being fed into the jumps design – the official opening is scheduled for August 2015.

• The Jets Crew Program (including the State Gov’t funded FReeZA committee) has continued to achieve great outcomes for young people. Almost every session has been fully booked, with attendance regularly exceeding 30 per session. The New Hope project was a highlight: participants (largely from indigenous and culturally & linguistically diverse backgrounds) came together for a series of hip hop workshops which grew into a weekly program, with the group now having finished a full-length debut album to be launched this year.

• Banyule L2P Learner Driver Program is funded until June 2016 by VicRoads. The project is currently delivered by the Banyule and Nillumbik Local Learning and Employment Network in partnership with Council and other key stakeholders to provide 120 hours supervised driving training to disadvantaged young people. In the past 12 months, 45 young people were supported by this program, with 123 professional driving lessons delivered and 21 young people successfully receiving their driver’s licence.

SHYNE

• The SHYNE (Showcasing How Youth iNspire and Engage) was successfully funded for a second three year term. The Minister for Youth, Ryan Smith made the announcement at the steps of the Centre Ivanhoe last September.

• The Banyule 100 project continues to develop with a number of new profiles added to the site. Over the past financial year it has attracted 17,000 visitors and currently has 47 profiles.

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Our Best Value Performance • Truth 4 Youth continue to grow in popularity and posted their 100th article last financial year.

The young people from Truth 4 Youth are expertly mentored by a freelance journalist who regularly runs professional development sessions and introduces them to unique opportunities (a film crew from The Project interviewed Amy live to air during a T4Y meeting). The site had 15,000 views over the past financial year, the committee of young people were recipients of a highly commended award at the Banyule Volunteer Awards and they delivered a successful cyber safety project over a 12 month period.

• The ‘SHYNE Showcases’ had a successful year, with a number of inspirational presentations delivered by young people to students across Banyule.

• Additional achievements of the SHYNE Project included the successful nomination of journalist Laura Armitage for the Positive Media Award at the National Youth Week celebrations in Canberra, the inclusion of 3 SHYNE participants in the state government’s “Inspiring Young People” book which was launched at Parliament House and the successful nomination of Amy Bryans as Banyule Young Volunteer.

The Banyule Youth Summit

• The Banyule Youth Summit brought together young people from 17 schools and the wider community to discuss issues of importance to them. There was passionate, informed conversation which was facilitated by experts in various fields. The end result was a list of recommendations that were presented to a receptive audience which included the Commissioner for Children and Young People, representatives from all three levels of government, the Police, community sector and teachers.

• There has been significant progress in the implementation of these recommendations. Highlights include the well-attended Q&A Forum for Young Women, 2 x All Abilities Dance Parties, education and resource provision via a targeted social media campaign and work with Somali Young Women around leadership and recreation opportunities.

Youth outreach and program support

• In the last 12 month period 6,665 direct contacts were made by the outreach team with young people – a significant 46% increase from the preceding year.

• In the last 12 months the Link U Youth Outreach team has commenced a re-branding to be known as the Banyule Youth Outreach team. This was implemented in order to provide consistency and transparency to the service, as our consultation with young people indicated that the “Link U” name was confusing for some, and the motivation behind the name was now outdated. The outreach team continued its lunchtime school ‘walk-throughs’ which had a significant impact on increased annual contacts. The outreach team also forged a number of support partnerships with local residential care units and continued to offer flexible program support for a range of activities and events including, Malahang Festival & Youth Fest, Hoop Dreams, hot spot response in 3081, Greensborough, Bundoora and Watsonia, school activities and events, Street art, Westside circus project, Freeza events, the BOOM and RISE program and school holiday activities. A large recruitment process was undertaken with a number of new staff of diverse skills and talents undertaking training with the team.

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Our Best Value Performance Banyule & Nillumbik Youth Services Network (BNYSN)

• The Banyule & Nillumbik Youth Services Network (BNYSN) continues to provide leadership in the local sector and advocate for youth issues. Major issues continue to be growing presentations of anxiety and self-harm. Council, in partnership with the BNYSN, is part of a Headspace Project Advocacy Group which will assist in the implementation of a Headspace service centre in Greensborough in 2015-16.

• The Youth Practitioners Network has continued to successfully run bi-monthly forums which include professional development and training, information sharing, networking and professional support. Attendance has increased in the last 12 months. Sessions have included Youthlaw, Young & well (social media), People Makers (Resilience), Reconnect Youth Services, Alcohol Other Drugs (YSAS).

• The BNYSN YAMMER professional network created by BYS staff continues to grow with over 304 members making regular contributions and sharing information (an increase of 44 in the last 12 months).

Youth Services Communication

• The Banyule Youth website continued to grow in popularity with 52,036 visits – with a growth of 23,387 new visitors which is an 82% increase on the previous year’s visits. This is a fantastic response to our on-going aim to improve our reach.

• The Banyule Youth Services Facebook Page currently has 1,581 “likes”, a significant increase of 430 from last year. Our organic (unpaid) post reach peaked at 1,065 and the paid reach of our posts reached 5,062.

• The Youth service has commenced an Instagram account and now has 311 Instagram followers - up 124 followers from last year which is a great result. A Twitter strategy was also established in 2014 which now has 292 twitter followers - up 90 from the previous year.

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Youth Services

• The possible impact of NDIS on the current Jets respite service. Big changes are afoot in the delivery of services for people with disabilities and it is still unclear what this will mean for Jets, its current funding and future service in a competitive market. The Jets Team leader has attended information sessions and is working together with the HACC team to undertake a review of services in preparation for the NDIS (National Disability Insurance scheme).

• Significant cuts to the youth services sector continue to be felt. Flow on effects mean increased service seeker presentations from other organisations and young people and loss of sector knowledge with the loss of experienced staff. Significant challenges have recently presented with the Banyule Nillumbik Youth services Network (BNYSN) losing both its chair and deputy chair recently due to sector job cuts. Replacements are currently being sought.

• Mental health – Banyule Youth Services and schools continue to see increasing presentation of anxiety disorders and self-harm. It is hoped that the primary mental health service of ‘headspace’ scheduled for 2015 in Greensborough will assist with some of these issues.

Community Partnerships

• Developing a vision and establishing a community service hub (Shop 48) in West Heidelberg that offers a range of services, events and activities – initially securing tenants, and developing a governance model.

• Securing Department Education Training land for new neighbourhood house

• Strengthening and mentoring community sector support for residents of Somali origin

• With the increase in the Community Development Grant pool there will be a significant increase in the administrative workload for the Community Partnerships team

• Community Information Service System CISS review - the implementation of the integrated.

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Strategic Objective 2: ENVIRONMENTAL SUSTAINABILITY Conduct Council activities in a sustainable manner, and practice sound stewardship of the natural environment to ensure its diversity, protection and enhancement.

Business area: Transport, Sustainability and Municipal Laws – Environmental Sustainability


Revised Budget

$‘000

Actual $‘000

Variance $‘000

Variance %


Total

570 - 570

562 - 562

8 - 8

1.40% - 1.40%


Provision of the following to support council’s direct service delivery areas, and municipal community as a whole:

Environmental Planning: Planet: Environmental Sustainability Policy & Strategy and supporting plans, energy and water efficiency, environmental stewardship education and publications, Wildlife Corridor Program, State of the Environment reporting, maintaining Environmental Management System (in accordance with ISO14001), Significant Tree Register, Banyule Environment Advisory Committee (BEAC).

Page 38


Environmental Sustainability

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015



Banyule CSI scores

(performance):

Environmental sustainability:

66*


(performance):


65*

Banyule CSI scores

(performance):


68*



- The Environmental Sustainability unit was formerly part of the Strategic & Economic Development management (business) area. As part of an organisational restructure in November 2014, Environmental Sustainability became part of the new Transport, Sustainability and Municipal Laws business area.


• Council adopted the Biodiversity Plan and Environmental Stewardship Plan under the Banyule Planet: Environmental Sustainability Policy and Strategy.

• Council won Stormwater Australia’s State and National Awards for Excellence in Infrastructure for the Banyule stormwater harvesting projects, and established the water education and monitoring programs for these and other wetland and water sensitive urban design sites.

• Participation in the ‘Water Future North’ and ‘La Trobe Employment Cluster’ Integrated Water Management studies

• Continued the delivery of Community and Council environmental sustainability engagement programs and events including Sustainable Homes and Communities (including the Leaders Program), Home Harvest Festival, Kids Teaching Kids Conference, Wildlife Corridor, EnviroReps and Spring Outdoors.

Page 39

Our Best Value Performance • Reduced overall Council energy use and greenhouse gas emissions from 21,541 tonnes down to

18,550 tonnes. This included the following initiatives:

- Started operation of Greensborough’s WaterMarc’s cogeneration plant for part of the year producing electricity and heat for pools from natural gas saving about 1,400 tonnes of greenhouse emissions and about $80,000 on the annual energy bills.

- Nearly completed the rollout of almost 8,000 energy efficient streetlights for $3.8 million ($900,000 less than originally estimated) which use 67% less electricity per light and will save up to $350,000 on Council’s annual streetlight bill.

- Installed solar hot water at the Simms Road oval pavilion and the refurbished Ivanhoe Aquatic Centre to save on energy costs.

- Installed almost 50 kilowatts worth solar photovoltaic panels at the Greensborough Meals on Wheels kitchen and the Olympic Leisure Centre in Heidelberg West to save on energy costs.

- Continued the Positive Charge community energy saving service including facilitating the installation of 127 kilowatts across 51 residential installations of solar photovoltaic panels saving up to 3,500 tonnes of greenhouse emissions.

• Continued investigations into the environmental significance of Banyule Flats and Warringal Parklands and opportunities for greater legislative protection.

• Development of the Yandell Reserve conservation management plan.

• Completed Significant Tree (ESO4) nomination assessments in preparation for a planning scheme amendment.


• Completing the energy efficient streetlights rollout.

• Installing about 180 kilowatts of solar photovoltaic panels on Council buildings.

• Working in consultation with Capital Projects team to include environmental initiatives in the detailed design for construction of the One Flintoff Street office (soon to be built above WaterMarc).

• Leading the Natural Environment focus area for the Resilient Melbourne project (Rockefeller 100 Resilient Cities) across metropolitan Melbourne

• Completing Significant Tree (ESO4) nomination assessments in preparation for a planning scheme amendment.

• Completing participation in the ‘Water Future North’ and ‘La Trobe Employment Cluster’ Integrated Water Management studies

Page 40

Our Best Value Performance • Continuing the delivery of Community and Council environmental sustainability engagement

programs and events including Change Makers, Sustainable Homes and Communities (including the new Leaders Program), Positive Charge, Home Harvest Festival, Kids Teaching Kids Conference, Wildlife Corridor, EnviroReps and Spring Outdoors.

• Development of the Darebin Creek Grasslands environmental management plan.

• Continuing investigations into the environmental significance of Banyule Flats and Warringal Parklands and opportunities for greater legislative protection.

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Business area: Parks and Gardens


Revised Budget

$‘000

Actual $‘000

Variance $‘000

Variance %


Total

9,629 (107) 9,522

9,462 (206) 9,256

167 99 266

1.73% 92.52% 2.79%


The provision of the following to the municipal community as a whole:

Strategic: Parks and Gardens strategic management, strategy development for public open space, Public Open Space Strategic Plan, master planning of reserves and Regional Playgrounds, and shared trail development.

Horticulture: Design, construct and maintain of playgrounds, sports fields, irrigation, landscape, park assets, garden beds, paths, (includes weed control and council nursery operations).

Tree Care: Street and park tree maintenance, pest and disease control, tree replacement and planting, tree removal, tree root control, assessment for council trees, nursery operations for plant propagation.

Bushland: Environmental education, environmental management, flora and fauna recording and habitat restoration, noxious weed control, development of wildlife corridors, maintenance, construction, restoration and protection of bush reserves and rivers, community planting days, Friends Group working bees.

Parks Maintenance: Mowing of active and passive parks and reserves, passive reserve maintenance, active reserve maintenance, half cost fence replacement, litter control in parks, maintenance of dog tidy bins, fire hazard control, maintenance and mowing of Right of Ways.

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Management and Maintenance of Parks and Gardens

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015



Banyule CSI scores

(performance):

The appearance of public areas:

70*

Recreational facilities:

75*


66*


(performance):


73*


75*


65*

Banyule CSI scores

(performance):


73*


76*


68* Note: *Indicators and results are based on survey measures in the Victorian Local Government Community Satisfaction Survey (CSS) for 2014 and 2015. These are listed for comparison with the average results for the Inner Melbourne Metropolitan Group of councils (Inner Group). The Target 2014-2015 is based on: ‘Equal to or greater than the Inner Metro Council Group average for 2014’. The Actual 2014-2015 figure is based on Banyule’s result in the CSS 2015. (This is an indicative comparison, as there were minor changes to Council groupings in the CSS 2015. Banyule is now classified as a Metro Council, and is one of 17 councils in this group).


• Banyule achieved favourable results in the State Government’s Annual Community Satisfaction Survey across the selected performance measures related to Parks and Gardens. The results were amongst the highest service performance scores for Banyule and compared well with the average scores for the Inner Metro Group and State-wide averages.

• Continued to work with and advocate to various government agencies on amenity and safety issues related to asset damage, weed control, and public amenity.

The Parks and Gardens service has facilitated the delivery of a range of projects in collaboration with relevant Council service units and key stakeholders. These include: Open Space Planning

• Co-ordinated Council’s review of its Public Open Space Strategy during 2014/2015 which involved a detailed analysis of public open space in each precinct. The goal is to develop a strategic direction for public playgrounds and play spaces. The project has now moved into its public consultation and documentation phases which will be conducted during 2015/2016. The project includes a Community Reference Group, a Council project steering committee and cross-organisational working groups.

• Implemented stage 2 of works for Viewbank’s Price Park masterplan, which included a natural play area and fitness equipment.

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Our Best Value Performance • Co-ordinated completion of Council’s community garden guidelines to support the

establishment of community gardens in Banyule and to assist interested community organisations in determining their eligibility. This enabled: - Establishment of the Bellfield Community Garden at the Bellfield Community Centre

following a community consultation process

- Development of a community garden in Macleod, with considerable support of community volunteers.

• Finalised Nature Strip Planting Guidelines and facilitated the commencement of a resident-driven nature strip planting trial.

• Co-ordinated planning and works for Banyule’s extensive network of shared trails. The network continues to be improved and extended and now offers more than 37 kilometres of off-road shared path. This included:

- Construction of a new section to the Power Easement Trail in Watsonia following Morwell Avenue

- A new section of Plenty River Trail constructed through Greensborough’s Willinda Park plus a realignment and upgrade of the path across the river at Simms Road Reserve

- Continued upgrade of the Main Yarra Trail with a section between Possum Hollow Regional Playground at Warringal Parklands to Plymouth Street, Heidelberg.

• Developed plans for the design of a proposed family regional play space at Anthony Beale Reserve in St Helena, to meet the needs of families in the north-east region of Banyule. This included working with council service areas, in particular the Leisure and Cultural Services team, Early Years team and the Youth & Community Partnerships team. Extensive community feedback has been used to help inform the design of the play space.

Bushland Unit

• Woody weed program: - Continued to tackle weed infestation across the municipality’s waterways, including these sites:

- Plenty River, Partingtons Flat escarpment, Greensborough – more than 150 medium to large hawthorn and sweet pittosporum trees were cut, removed and poisoned.

- Plenty River, Glenauburn Park, Lower Plenty – 80 hawthorn and cherry blossom trees removed, cut, removed and poisoned.

- Yarra River – Wilson Reserve, Ivanhoe – 120 small to large dessert ash cut, removed and poisoned.

• Weed control program: - Continued its extensive weed control programs within bush reserves, aiming at reducing weed cover and encouraging regeneration of indigenous plant species. Works were undertaken in 35 reserves, covering approximately 280 hectares of bush and natural areas, including Andrew Yandell Reserve, St Helena Bush Reserve, Dalvida Reserve, Yallambie Park and Darebin Creek Northern Grasslands.

• Indigenous tubestock plantings: - Coordinated the planting of 17,800 indigenous tubestock throughout bushland reserves with various community and school group working bees.

• National Tree Day plantings: – Celebrated National Tree Day with 25 advanced tree plantings and 900 tube stock plantings at Rosanna Parklands and Banyule Flats Reserve, Viewbank

Page 44

Our Best Value Performance • Co-ordinated path reconstruction and installations: - This included:

- Stage 2 of Andrew Yandell Reserve, Greensborough - path construction from Yandell Crt to Ridge Road entrance

- Reconstruction of Plenty River trail with retaining walls and associated revegetation works – due to river bank failure at the rear of Lower Plenty Football ground (a joint project with Melbourne Water)

• Restoration works along Darebin Creek: - On the boundary of Banyule, Darebin Creek forms a vital part of Melbourne's waterways and natural ecosystem. Council has undertaken restoration works along the creek, including extensive weed control, mulching and replanting in conjunction with Friends of Darebin Creek, members of the local community, and Correctional Services Victoria’s Community Service team. This involved extensive weed control and mulching of established revegetation beds from Banksia Street, Bellfield to Dougherty Road, Heidelberg West.

• Binnak Park Stormwater ponds:- De-siltation and restoration of water flows back to serial ponds of wetland system, with weed control works undertaken to surrounding landscape (with 16 tonnes of silt removed from ponds 1 and 2).

• Community support:-

- Attended and supported 90 community working bees throughout the year at various Bush reserves, involving weed control, site preparation, revegetation works and educational walks.

- Support and attendance for six ‘Clean Up Australia Day’ sites, with rubbish collection totalling over 1.5 tonnes of bottles, cans, plastic bags and wrappers and other various items.

• Vegetation assessment and monitoring database:-

- Development of Bushland Unit site works data base to assist in the planning, implementation and recording of annual service unit operations.

- Determined GPS location mapping of ‘Rare and Threatened Species’ throughout Bushland reserves, in order to develop action plans for species preservation.

Horticultural Services

• Continued to roll out the playground replacement program to renew local play equipment at several locations:

- Tara Court Reserve, Yallambie

- St Mary’s Reserve, Greensborough

- Gladman Reserve, Greensborough

- E J Andrews Reserve, Briar Hill.

• Renewed retaining walls at Anthony Beale Reserve.

• Continued to implement various initiatives to increase Council’s water use efficiency, such as:

- Provided ongoing maintenance of warm season grassed playing surfaces

- Maintained oval and sport field irrigation, utilising flow sensors

- Installed a new irrigation system at Lower Plenty Oval, Montmorency.

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Our Best Value Performance • Renewed barbeque units at Malahang Reserve.

• Installed a shade sail over Harrington Reserve playground.

• Upgraded cricket nets at Chelsworth Park.

• Installed an accessible swing at Donaldsons Reserve.

• Delivered landscaping projects at Ivanhoe Aquatic Centre, Macleod Hall, The Mall and Our Hub carpark in Oriel Road, Heidelberg West.

• Renewal of four garden maintenance trucks

• Constructed a picnic shelter at Mental Health Reserve, Greenwood Drive

• Landscape treatment at Burke Road North.

• Installed a war memorial and flag poles at Malahang Reserve;

• Preparation of memorials for commemoration services at Ivanhoe, Greensborough, and Burgundy Street, Heidelberg

• Renovated gardens at the Ivanhoe Town Hall, Heidelberg Park, Watsonia shopping strip, Rosanna Library.

• Conducted a Rose pruning workshop for internal staff at Heidelberg Park.

• Improved landscapes at the Rotundas at Macleod Park and Heidelberg Park

• Landscaping works around the new sculpture at the Lower Plenty shops.

• Deposited 1,000 cubic metres of mulch across city gardens.

• Planted more than 6,000 plants at various sites across Banyule.

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Our Best Value Performance Tree Care

• Co-ordinated the finalisation of the Urban Forest Strategic Plan (adopted by Council). The purpose of the Urban Forest Plan is to provide a clear strategic direction that underpins the sustainable management of Banyule’s street trees and park trees. The Urban Forest Plan responds to the community desire for ongoing stewardship of trees. The Plan articulates the multitude of benefits that trees provide for the community. It also identifies a number of challenges and provides clear and ambitious objectives to sustain Banyule’s tree population through targeted actions.

• Received 3,103 customer requests for inspection of trees, including 1,058 requiring immediate attention.

• Completed four precincts in line with the Routine Inspection and Pruning Cycle. This included the suburbs of Yallambie, Montmorency, Greensborough, Briar Hill, St Helena, Eltham North, Watsonia, Bundoora, Watsonia North and Macleod.

• Co-ordinated planting of approximately 3,700 trees in streets, parks and bushland reserves. The result includes street, park and bushland reserve trees (advanced trees and tube stock trees) and is aligned with a move towards objectives of Banyule’s recently adopted Urban Forest Strategic Plan.

• Treated 45 sites as part of the Elm Leaf Beetle Program.

• Cared for approximately 60,000 street trees and 160,000 parkland trees (together with crews from the Parks & Gardens team). The team also inspected and pruned more than 35,000 trees throughout the municipality under Council’s Routine Street Tree Maintenance Contract, and to comply with Electricity Safety (Electric Line Clearance) Regulations 2010.

Parks Maintenance

• Ensured that public spaces were kept in good condition (together with crews from the Parks & Gardens team): - mowing its parks and reserves, traffic management areas, road reserves, walkways and fire hazards on a regular basis, as well as maintaining Banyule's 48 active sports fields and garden beds. Works include watering of street trees, maintaining mulch for playgrounds, and removing stumps, tree branches and debris from reserves.

• Improved maintenance of vegetation in laneways and Right of Ways

• Managed the fire hazard project prior to the fire period

• Delivered road side amenity programs such brush cutting, grass cutting an pathway vegetation control

• Responded to removal of large volumes of dumped rubbish

• Provided weekly mowing of Council’s sports grounds

• Maintained 300 parks and reserves

• Provided the half cost fence replacement program

• Managed Council’s dog waste program

• Identified innovative equipment for improved grass cutting outcomes

• Distributed soft-fall mulch at Council’s playgrounds

Page 47


• Respond to extreme climate events

• Continue to focus on renewing and maintaining infrastructure (including ageing infrastructure)

• Keep up with the illegal dumping of rubbish (which tarnish the presentation and safety of Council reserves and parks)

• Manage competing demands on public open-space and recreational areas

• Demand for, and usage of, active sport areas – impacts on maintenance and condition of active sports fields

• Plan for open space water management including: new irrigation systems, and warm season grass conversion

• Finalise and commence implementation of the renewed Open Space Strategy (Strategic Plan)

• Implement the Urban Forestry Strategic Plan to improve the quality and quantity of the city’s urban forest, and raise community awareness of Banyule’s Urban Forest through a range of initiatives.

• Implement the Street Tree Strategic Plan (a sub-plan of the Urban Forestry Policy and Strategic Plan)

• Continue to advocate to government agencies for the appropriate upkeep of non-council owned open space including: Parks Victoria land, Vic Roads reserves, Melbourne Water reserves.

• Manage works associated with the Electricity Safety (Electric Line Clearance) Regulations 2010 (tree removal and pruning).

• Continue to implement management of Banyule Flats as per Banyule Flats Warringal Parklands Cultural Heritage Plan

• Develop capabilities and skills to actively manage the newly installed Stormwater Harvesting systems and commence the process of water distribution on Council's sports fields.

• Continue to provide priority weed control to bush reserves and waterway reserves involving friends groups and community groups

• Work across Council to deliver a range of capital works initiatives, including:

- Implement stage three of the Price Park Masterplan (including: works to paths, stormwater, seating, and ‘off lead’ dog fence)

- Implement Council’s playground replacement program in accordance with Council's adopted Asset Plans

- Continue the major redevelopment of Anthony Beale Reserve with the delivery of a regional play space development

- Installation of outdoor fitness equipment in parks: (at Ivanhoe Park and Malahang Reserve)

• Maintain Council open spaces, including: fire hazards, traffic areas, road reserves, ovals - with a focus on the review of park maintenance standards in high profile parks.

Page 48

Our Best Value Performance • Continue the off-road path renewal and development of the Banyule Shared Trail Network (for

walking and bicycles), including:

- Renew and upgrade Banyule's off-road shared trail network (includes Main Yarra, Banyule, Darebin Creek and Plenty River trails)

- Implement the shared trail asset management plan, and

- Redesign and realign the Plenty River Trail from Willinda Park to Greensborough Activity Centre.

• Plan for and deliver a major shared path bicycle link through Banyule from the Plenty River trail to Plenty Road including:- deliver a shared path bicycle link along the power easement from Greenwood Drive to Watsonia Road

• Support the development of a regional off road trails strategy to assist Council with sourcing funding opportunities from the State and Federal Governments.

• Develop a mobile solution that assists in asset management and customer service outcomes.

Page 49



Business area: Operations – Waste Management and Cleansing


Revised Budget

$‘000

Actual $‘000

Variance $‘000

Variance %


Total

13,304 (5,733)

7,571

11,837 (5,701)

6,136

1,467 (32) 1,435

11.03% (0.56%) 18.95%


Provision of the following to municipal households:

Waste Management: Strategic Waste Management, Metropolitan Waste Management Group member, Banyule-Visy Material Recovery Facility, Rethink Centre Education Programs, Outreach Education Programs, waste service support, Waste Recovery Centre (Transfer station), garbage collection, recycling collection, green waste collection, Hard rubbish collection, Bundled branch collection, Commercial waste collection, Parks and reserves waste collection.

Cleansing: Mechanical footpath sweeping of shopping centres, Mechanical sweeping of sealed roads, Cleaning of public toilets and BBQ’s, Inspection and clearance of drainage pits, Maintenance of litter trap program, Litter clearance from shopping centres, Litter collection, Removal of dumped rubbish, Removal of dead animals from roads, Syringe removal, drain cleaning.

Page 50

Our Best Value Performance Waste Management and Education Services, incorporating Operations Management

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015



Banyule CSI scores

(performance):

Waste Management:

79*


66*


(performance):

Waste Management:

76*


65*

Banyule CSI scores

(performance):

Waste Management:

77*


68* Percentage of waste diverted from landfill^

52.5%^ 50% 53%^

Percentage of ‘consumer waste’ diverted from landfill (ie. excludes greenwaste).

38.4% 41% 38%

Attendance at Council’s Rethink Centre waste education programs.

4,000 4,500 3,515

Notes:

- * Indicators and results are based on survey measures in the Victorian Local Government Community Satisfaction Survey (CSS) for 2014 and 2015. These are listed for comparison with the average results for the Inner Melbourne Metropolitan Group of councils (Inner Group). The Target 2014-2015 is based on: ‘Equal to or greater than the Inner Metro Council Group average for 2014’. The Actual 2014-2015 figure is based on Banyule’s result in the CSS 2015. (This is an indicative comparison, as there were minor changes to Council groupings in the CSS 2015. Banyule is now classified as a Metro Council, and is one of 17 councils in this group).

- ^ Percentage of waste diverted from landfill – this is also an indicator in the Local Government Performance Reporting Framework (LGPRF) and Banyule’s Budget 2014/2015: 2.4F LGPRF - Waste Collection: (d) Waste diversion (amount of waste diverted from landfill is maximised) - Kerbside collection waste diverted from landfill (percentage of garbage, recyclables and green organics collected from kerbside bins that is diverted from landfill).


• Continued high level of community satisfaction with waste management. Banyule achieved a result of 77 for ‘Waste Management (performance)’ in the State Government’s Annual Community Satisfaction Survey 2015. The result of 77 was the same as the 2015 average for metropolitan Melbourne but higher than the state average of 72. Banyule’s result for ‘Environmental sustainability (performance)’ of 68 was much higher than the 2015 average metropolitan Melbourne result of 65.

• Collected approximately 3.9 million bins, processed 20,148 tonnes of kerbside garbage, 12,875 tonnes of recyclable materials and 9,494 tonnes of green organic waste.

Page 51

Our Best Value Performance • Collaborated with Manningham City Council to present the Smart Living series of 6 seminars

that focused on domestic food and garden waste avoidance and onsite at source organics reprocessing. Around 1,000 Banyule and Manningham residents attended the seminars in total.

• Continued to work with the Banyule community, by providing waste education and information on sustainable consumption, to reduce the cost of waste.

• Continued to welcome thousands of visitors to Banyule’s Rethink Centre, offering an environmental education program suitable for all age groups. The program provides a selection of multi-media based presenter-led experiential activities exploring the waste minimisation hierarchy of avoid, reduce, reuse, recycle and the part these actions play in achieving environmental sustainability

• Developed and delivered an Early Childhood Learning Centre education program focusing on waste avoidance (in collaboration with the Early Years team).

• Commenced implementation of Council’s new Strategic Plan for Building Disaster Resilience.

• Continued to provide an e-waste recycling program for televisions, computers, printers and computer products. Approximately 201 tonnes of e-waste was picked up from the Banyule Waste Recovery Centre by a contractor during 2014-2015 with over 690 tonnes recycled since the service started in 2013. The valuable materials are then re-used, as well as hazardous materials managed safely. The program is part of the National Television and Computer Recycling Scheme, which aims to boost the recycling rate for television and computer products from 17% in 2010 to 80% in 2022. The scheme is funded and run by industry and regulated by the Australian Government.

• Contributed to the Project 3081 initiative to addressing the problem of dumping hard rubbish and household waste in Heidelberg West, by supporting a waste education pilot program. The project evaluated the effectiveness of communication tools used by Council in educating people who speak languages other than English. It covered services such as pre-booked hard rubbish collections and household waste management. Information was improved to contain more inclusive imagery, and text in languages other than English. Council will continue to rollout new communication material around rubbish dumping hotspots in Heidelberg West.

• Enhanced information available on Council’s website relating to Waste and Recycling.

• Continued to promote key community messages via Banyule waste truck signage. This included waste minimisation messages and a printed slogan ‘Violence against women, let’s get rid of it’.

• Provided waste education at major Banyule festivals and events, and developed education tools that encourage waste avoidance

• Commenced a Waste Management Service Development Review, encompassing kerbside and hard waste collection services.

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Our Best Value Performance • Distributed the new Home Emergency Information Pack to all households, providing easy to

understand local emergency information to help households understand their risks, make an emergency plan and kit, and know what to do Before, During and After an emergency.

• Continued to be actively involved in the North West Emergency Relief and Recovery Collaboration Project and actively participated in the annual Emergency Relief Centre exercise.

• Commenced a program of integration of municipal emergency planning into routine operations of key service delivery areas of council.

(Note: Following the organisational restructure in November 2014, the Emergency Management unit (part of the ‘Waste Management and Education Services, Incorporating Operations Management’ service) is reviewing its service quality and cost standards. The budget for this service component is represented in the financial summary information for the ‘Operations’ business area under the ‘Performance’ objective)


• Continue to implement the 2014-2019 Waste Management Plan.

• Increase centre based waste education by further promoting the Rethink Education Centre and Replenish Garden.

• Continue to deliver education programs that focus on the avoidance of waste.

• Complete a full Best Value review of the kerbside waste service.

• Continue to investigate opportunities for improving recycling systems within the municipality.

• Undertake a review of the Waste Recovery Centre operations.

• Complete integration of municipal emergency planning into routine service delivery.

• Implement Council's Disaster Resilience Strategic Plan including: Educate and prepare the community for emergency events taking an all hazards approach.

• Continue to prepare Council for emergency response, relief and recovery.

• Continue to facilitate a cross organisational working group to address litter and dumped rubbish within Banyule.

• Continue to investigate new opportunities for recovering (recycling) waste.

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Street Sweeping and Cleansing Services

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015




The Appearance of Public Areas (performance).


CSI score for The Appearance of

Public Areas (performance).


The Appearance of Public Areas (performance).

Note: *Indicators and results are based on survey measures in the Victorian Local Government Community Satisfaction Survey (CSS) for 2014 and 2015. These are listed for comparison with the average results for the Inner Melbourne Metropolitan Group of councils (Inner Group). The Target 2014-2015 is based on: ‘Equal to or greater than the Inner Metro Council Group average for 2014’. The Actual 2014-2015 figure is based on Banyule’s result in the CSS 2015. (This is an indicative comparison, as there were minor changes to Council groupings in the CSS 2015. Banyule is now classified as a Metro Council, and is one of 17 councils in this group).


• Banyule achieved a CSI result of 73 for ‘The Appearance of Public Areas (performance)’ in the State Government’s Annual Community Satisfaction Survey 2015. The result of 70 was similar to the 2015 metropolitan average and an increase from 70 in 2014.

• Implemented improvements to service levels in 11 major shopping precincts.

• Implemented increased cleaning of public toilets at high use locations to 7 days per week.

• Continued to work with the Municipal Laws team to improve enforcement of local laws for dumped rubbish.

• Provided a comprehensive service, including the following:

- Twice-weekly mechanical sweeping of roads and gutters, car parks and laneways associated with major shopping centres. Other shopping centres and residential streets were swept on a five-weekly cycle, and sweeping in industrial areas was conducted on a three-weekly cycle.

- Additional resources to assist the mechanical street sweeper for the 8-12 week autumn program, for leaf collection in designated streets.

- Inspection and maintenance of stormwater pits and drains - with trouble spots serviced four times a year, and pits and drains (including those located in easements) cleaned in response to customer requests.

- Conducted clearance of litter from shopping centres, Council litter bins and specified main roads.

- Conducted cleaning of Council’s public toilet blocks and barbeques.

- Undertook cleaning and waste collection at Festivals (eg. Banyule Festival events, Boulevard Christmas Lights).

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Our Best Value Performance • Continued to deliver a quality service to Banyule residents, with a focus on:

- Maintaining roads, drains and other installations to a standard which ensures public safety and protects the natural environment.

- Providing a responsive and effective street sweeping and cleansing service to the streets, drains, shopping areas and public conveniences, and maintaining these assets with the required high level of cleanliness.

• Responded to emergency callouts – continued to respond to out of hours requests requiring urgent attention.


• Undertake a Best Value review of the Street Sweeping and Cleansing Service.

• Commence development of a public toilet strategy.

• Undertake a condition audit of stormwater retarding basins, wetlands and holding ponds.

• Investigate opportunities for improved proactive maintenance of stormwater assets.

• Continue to work with the Municipal Laws team to improve enforcement of local laws for dumped rubbish.

• Continue to provide a responsive and effective cleansing service to street, drains, shopping centres and public toilets, including:

- Improve monitoring processes of the street sweeping program to identify opportunities for service efficiencies

- Undertake targeted street sweeping activities in high profile locations, including Ivanhoe Town Hall, Rosanna offices, and Ivanhoe Aquatic Centre.

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Strategic Objective 3 SUSTAINABLE AMENITY AND BUILT ENVIRONMENT – Maintain and enhance the quality of Banyule’s public spaces, buildings and infrastructure for people who live, work, shop, play and move around in our city.

Business area: Capital Projects


Revised Budget

$‘000

Actual $‘000

Variance $‘000

Variance %


Total

3,956 - 3,956

4,349 (37) 4,312

(393) 37 (356)

(9.93%) 100.00% (9.00%)


Provision of the following to support council’s direct service delivery areas, and to the municipal community as a whole:

Capital Works management and reporting, project management and contract supervision for building works projects, and major civil and building works, road resurfacing, pedestrian trail maintenance, bike path maintenance, roads construction and reconstruction projects, scheduled building maintenance, unscheduled building maintenance, air conditioning maintenance, vandalism repairs and graffiti removal from council buildings.

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Capital Projects

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015


Government’s Annual Community Satisfaction Surveys

62* Banyule CSI

score for The condition of

local streets and footpaths in your area

(performance)


CSI score for The condition of local streets and footpaths in your

area (performance)

64* Banyule CSI



(performance)

Notes: - Indicators and results are based on survey measures in the Victorian Local Government Community Satisfaction Survey

(CSS) for 2014 and 2015. These are listed for comparison with the average results for the Inner Melbourne Metropolitan Group of councils (Inner Group). The Target 2014-2015 is based on: ‘Equal to or greater than the Inner Metro Council Group average for 2014’. The Actual 2014-2015 figure is based on Banyule’s result in the CSS 2015. (This is an indicative comparison, as there were minor changes to Council groupings in the CSS 2015. Banyule is now classified as a Metro Council, and is one of 17 councils in this group).

- The Capital Projects management (business) area was established as part of an organisational restructure in November 2014. The area is primarily comprised of the Building and Civil Works unit (formerly part of Major Projects management area) and a Civil Design Engineering component (formerly part of the Engineering Services unit), and includes a Major Projects planning and management component.


The Capital Projects team completed a range of major projects and activities in line with Council’s Capital Works Plan. This involved working together with relevant service units, and co-ordinating and supervising a range of contractors. Key projects included: • Completed the detailed design of Council offices at One Flintoff, Greensborough (together with

the One Flintoff project control group and relevant consultants) - this will see new Council offices and community facilities built on top of WaterMarc. There will also be 2,200 square metres of commercially let office space, providing increased local job opportunities and ongoing income stream for Council. The detailed design of One Flintoff was completed in June 2015 and prepared to be sent out for tender in July 2015.

• Completed construction and redevelopment of Ivanhoe Aquatic and Fitness Centre (Stage 1) - Stage one of the $6m Ivanhoe Aquatic redevelopment was completed in April 2015 helping modernise the centre with a host of improvements. This followed 14 months of construction works with the centre remaining open for the duration of the redevelopment phase.

• Completed the construction of Stage 1 of a new facility - Olympic Village Learning Hub. This included a Child and Family Centre, jointly funded by the State Government and Banyule Council. It was specifically designed to enhance child and family services in Heidelberg West.

• Completed the new Simms Road Reserve Pavilion (Stages 1 & 2) – this included the construction of change rooms, a kiosk and social/meeting rooms.

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Our Best Value Performance • Installed safety improvements in The Mall, Heidelberg West – this included streetscape renewal,

new seating, a new stage for events; landscaping with artificial turf for a more inviting environment.

• Completed the construction of the Watsonia Streetscape Renewal Works – this included beautification works and improving access to the shopping centre.

• Supervised the installation of a serpent seat and landscaping works at the Lower Plenty Shopping Centre. The works addressed key pedestrian safety issues at the Main Road and Para Road intersection.

• Installed new viewing windows and air conditioning in the social area of the Heidelberg Park Pavilion

• Supervised the construction of view deck extension works at Banyule Football Pavilion

• Completed internal refurbishment works at Ford Park Pavilion, including painting, floor coverings, upgrade of internal lights and change rooms.

• Completed the scheduled upgrades of electrical switchboards in Council buildings

• Replacement of Rosanna Bowling Club Roof

• Installed a multi-purpose training facility at Yulong Reserve

• Completed the refurbishment of the Watsonia Library – this included a lab bar (bench) designed for use by lap top users accessing the free Wi-Fi at the library, new carpet, shelving and furnishings, plus an updated children’s library.

• Installed Solar PV (photovoltaic panels) on Council Buildings to progress Council’s move to cleaner energy – at Greensborough Meals Kitchen and Olympic Leisure Centre.

• Installed solar hot water systems at Simms Road Oval pavilion and Ivanhoe Aquatic – to support Council’s efforts to save on energy costs and reduce greenhouse gas emissions.

• Facilitated the installation of Street Light Energy Initiatives - installing energy efficient lighting on approximately 8,000 street lights in collaboration with the Environmental Sustainability unit.

• Completed Road works including:

- Road re-sheets and reconstruction works - $1.50 million (75,250 sqm)

- Road crack sealing works - $50,000 (52 kilometres; 87 Streets)

• Used 2,100 Tonnes of low emission asphalt for part of road re-sheet works; saving 15 tonnes of CO2 emissions

• Coordinated Graffiti Removal from Council Buildings ($159,880):

- Reactive - 282 customer requests- removed 5,043m² of graffiti

- Proactive - 546 hot spot inspections - removed 6,729m² of graffiti.

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The Capital Projects team will deliver a wide ranging group of projects including:

• Commence construction of One Flintoff Street Office (Council’s future office)

• Complete the detailed design of Ivanhoe Community Learning Hub

• Replace air conditioning for the The Centre Ivanhoe

• Redevelop Cartledge Reserve Pavilion - Stages 1 & 2

• Redevelop Ivanhoe Park Pavilion

• Continue the Council Building Roof Replacement Program

• Completion of Capital Works Projects for 2015-16

• Update the current 10 year Capital Works Plan

• Management and supervision of the Road Re-sheeting Program

• Construction of the Para Rd Montmorency Drain Augmentation

• Construction of the Watsonia east west power easement shared path

• Continuation of the Council Buildings Solar Panel Program

• Co-ordinate installation of Sportsfield Lighting Improvement Projects in consultation with the Leisure and Cultural Services team.

• Continuing to complete a wide range of projects in line with the Capital Works Program, including:

- Rendering the front façade for Ivanhoe Aquatic and Fitness Centre

- Replacing timber floors at Watsonia Community Hall and Macleod Community Hall

- Demolition of old sub-station in East Ivanhoe Warncliffe Road

- Implementing the sewer pump replacement program, serving public toilets and pavilions

- Upgrading electrical switchboards for Council Buildings

- Co-ordinating the Asbestos Removal Program

- Replacing Air Conditioning at The Centre Ivanhoe, Ivanhoe Council Chamber and meeting rooms

- Repairing/relining stormwater drainage for the McCubbin Room, at The Centre Ivanhoe

- Replacing Kerb and Channel.

Page 59



Business area: Assets and Infrastructure


Revised Budget

$‘000

Actual $‘000

Variance $‘000

Variance %


Total

3,883 (261) 3,622

3,377 (189) 3,188

506 (72) 434

13.03% (27.59%)

11.98%


Provision of the following to the municipal population as a whole: Asset Management: Strategic Asset Management, programming for road and footpath (pavement) maintenance, Capital Works planning, strategic drainage maintenance, Asset Management plans, asset inspection and protection, Memorandum of consents and road infrastructure asset protection.

Infrastructure Maintenance: Footpath maintenance, kerb and channel maintenance, sign repair/replacement, street furniture repair/replacement, guardrail maintenance, road patching, drainage repair, unsealed road maintenance, traffic counters, line marking, Road Management Plan implementation, pedestrian bridge maintenance, supervision of new sub-division and supervision of unit developments.

Page 60


Assets & Infrastructure

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015


Government’s Annual Community Satisfaction Surveys

62* Banyule CSI



(performance)


CSI score for The condition of local streets and footpaths in your

area (performance)

64* Banyule CSI



(performance)



- The Assets & Infrastructure management (business) area was established as part of an organisational restructure in November 2014. The area is primarily comprised of the Infrastructure Maintenance unit (formerly part of Major Projects), the Infrastructure Assets unit (formerly part of Strategic & Economic Development), and includes a Strategic Drainage component.


The Assets and Infrastructure team completed a range of projects and activities in line with Council’s Capital Works Plan. This involved working together with relevant service units, and co-ordinating and supervising a range of contractors. Key projects included: Asset Management

• Co-ordinated the development of Banyule’s 4 year Capital Works Plan:

- The capital program has been set and prioritised based on a process of consultation that has enabled Council to assess needs and develop sound business cases for each project. Development of the program included Councillor strategic planning meetings, Executive and Senior Management Team discussions, and consultation with the Community through the City Plan and Budget planning and development processes.

- The program includes work undertaken on Council-owned assets including new works, expansions, upgrades and renewal or disposal. Each year a range of new capital assets are created for new facilities (eg. traffic management works to shopping centre streetscapes, facilities in parks, and new or upgraded buildings). The planning process also considers the maintenance and renewal requirements of new assets.

• Completed project handover for the 2015-2016 Capital Works projects

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Our Best Value Performance • Co-ordinated and supported the review of Council’s asset management plans and activities with

a focus on renewal priorities (working in consultation with asset managers and relevant service units):

- There are a number of asset management plans in operation. These set out the asset maintenance and renewal needs for key infrastructure asset classes for at least the next 10 years.

- Plans include those for Roads, Pathways, Bridges, Drains, Playgrounds and Open Space, and Buildings covering various dates of operation commencing 2014.

Asset Protection

• Responded to approximately 1,200 Asset Protection related customer requests received over the last year. These requests included nature strip openings, driveway cross-overs and drainage related issues.

• Continued to conduct inspections and manage issues to ensure protection of Council’s assets, including:

- Road Infrastructure Asset Protection - Ensured appropriate ‘Memorandum of Consent’ documents were issued for any works carried out on Council’s Road Infrastructure Assets, conducted inspections before and after works were completed, and ensured any damage to Council assets were rectified

- Monitored works undertaken in New Subdivisions (eg. where developers construct streets, kerb & channels, footpaths, crossovers, etc) - Supervised the construction of sub-divisions to ensure they meet approved plans, Council standards, and are constructed in accordance with the plans and specifications. This includes site meetings and inspections of key phases to ensure Council’s requirements were met by the developers.

- Monitored works undertaken for Unit Developments (eg. laying of drainage systems and vehicular crossings) - Inspected and monitored the works associated with unit developments to ensure they were constructed in accordance with the plans, specifications and planning permit requirements (in consultation with Council’s Development Planning Service). This includes ensuring that the developers/ contractors rectify any damage caused to Council assets during construction.

Infrastructure Maintenance

• Footpath repairs – replaced 17,760 sqm (square metres) or 9,061 bays of footpath in response to customer requests and inspections conducted in line with the Road Management Plan.

• Completed 1,121 temporary repairs of footpath identified by Road Management Plan inspections

• Replaced 304 lineal metres of kerb and channel

• Replaced 21 pram crossings to improve accessibility

• Replaced 974 Street signs and repaired or replaced 133 street furniture

• Line marked 55 streets with long life paint

• Completed major road patching works for 35 streets totalling 3,730 sqm of patching

• Reconstructed or repaired 20 stormwater pits

• Reconstructed Wilson Reserve Pedestrian Bridge.

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• Update the current 4 year Capital Works Plan - Review and update Council's capital works infrastructure plan to ensure the ongoing strategic and sustainable management of Council’s assets.

• Refine the 4 year Capital Works development process

• Complete project hand-overs for the 2015-16 capital works projects

• Finalise Asset Management Policy, Strategy & Asset Plans for roads, pathways, playgrounds, bridges and buildings

• Enhance Capital Works reporting and IPM development (Council’s Integrated Project Management system) in consultation with the Senior Management Team

• Review existing asset management processes and systems

• Conducting inspections and ensuring protection of Council’s assets:

- Liaising with Service authorities undertaking approximately 47km of works within the municipality

- New subdivisions

- Building sites to be supervised.

• Review asset protection systems and processes.

• Develop and deliver Infrastructure Assets Renewal Programs and reduce our renewal gap,

• Work with relevant service areas to continue to improve asset management plans by confirming asset work programs, renewal priorities, intervention levels and therefore levels of service, and develop asset plans for:

- Traffic management devices,

- Sports field & surface (synthetic) and irrigation systems,

- Sports field and reserve lighting,

- Trees (streets & parks), and

- Park facilities.

• Introduce co-ordinated asset reporting to meet MAV (Municipal Association of Victoria) STEPS program renewal gap, State Government DTPLI (Department of Transport, Planning and Local Infrastructure) and VAGO (Victorian Auditor-General’s Office) reporting, including renewal expenditure (capital and operating) depreciation, asset lives, and condition assessment.

Page 63



Business area: Urban Planning and Building


Revised Budget

$‘000

Actual $‘000

Variance $‘000

Variance %


Total

5,008 (4,001)

1,007

4,868 (4,893)

(25)

140 892 1,032

2.80% 22.29% 102.48%


Provision of the following to landowners, builders and developers: Development Planning: Statutory planning (land use and development including tree removal), subdivisions, planning investigations and enforcement.

Building Services (Bpi): Municipal Building Surveyor, building permits and inspections, building investigations and enforcement.

Provision of the following to support council’s direct service areas, and to the municipal population as a whole:

Strategic Planning: Planning Scheme Amendments, Neighbourhood Character & Activity Centre Planning, Heritage Planning for Planning Scheme, creating and reviewing place based policies, strategies and guidelines.

Page 64


Development Planning

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015



Banyule CSI scores

(performance):

Planning and building permits:

52* Council’s general

town planning policy:

56*


(performance):




56*

Banyule CSI scores

(performance):




59* Percentage of planning applications completed within statutory timeframe (60 days)

71% 53%^ 50%^


Survey (CSS) for 2014 and 2015. These are listed for comparison with the average results for the Inner Melbourne Metropolitan Group of councils (Inner Group). The Target 2014-2015 is based on: ‘Equal to or greater than the Inner Metro Council Group average for 2014’. The Actual 2014-2015 figure is based on Banyule’s result in the CSS 2015. (This is an indicative comparison, as there were minor changes to Council groupings in the CSS 2015. Banyule is now classified as a Metro Council, and is one of 17 councils in this group)

- ^ Banyule’s target was revised to 53% for Budget 2015/16. This year saw the introduction of the VicSmart application process, where simpler applications are to be dealt with within 10 days, rather than 60. The figures indicated can be more accurately described as 'planning applications decided within the statutory period', with Council determining approximately 59% of all applications within 60 days, but only 50% of VicSmart applications within 10 days.

- As part of an organisational restructure in November 2014, the Development Planning unit (formerly part of the Development Services management area) became part of the Urban Planning & Building management area.


• Development Planning received a total of 1,640 applications for development, subdivision, tree removal and formal amendments to existing permits, which is similar to the previous year.

• Requests for other approvals were at similar levels to last financial year, with 166 requests for secondary consent, 129 requests to extend permit timeframes, 183 certification applications and seven development plan approvals received.

• Completed the assessment of 1,678 applications for development, subdivision, tree removal and formal amendments to existing permits. This is 18% higher than the 2013-14 year.

• In addition, 148 requests for secondary consent applications, 135 requests to extend permit timeframes, 160 certification applications and 10 development plan approvals were determined. In combination these figures are similar to the previous year.

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Our Best Value Performance • Received 287 complaints in relation to alleged breaches of planning permits and the Banyule

Planning Scheme, 147 complaints were closed during the financial year.

• Banyule achieved a result of 56 for ‘Planning and building permits (performance) in the State Government’s Annual Customer Service Satisfaction Survey 2015. This result is higher than that of the average for the Inner Group of Councils, which has been 53 since 2013. Banyule’s result for general town planning policy was 59 which is also higher than the average for the Inner Group, which was 56 in 2014 and 2015.

• Adoption and implementation of the Planning and Building Enforcement Framework, which provides risk-based guidance for prioritisation of enforcement activities for both the Development Planning Unit and the enforcement role of the Municipal Building Surveyor.

• Successfully implemented the VicSmart application process, where simpler applications are decided on within a substantially shorter timeframe than more complex applications.

• Implementation of the new Residential Zones into the Planning Scheme, and assessment of the influx of applications received prior to the implementation of the Zones, including a reduction in the number of live applications in the system by approximately 67 (12%).


• Shifting focus from reliance upon paper-based planning files to an electronic-based system.

• Expanding the number of types of planning applications and requests that can be lodged online through Council’s website.

• Reducing the number of planning applications and investigations that are outstanding.

• Work with the strategic planning team to progress improvements in relation development planning outcomes, process and communication.

• Continue to implement and expand Council’s Livable Housing Project to improve residential housing accessibility.

• Promote to the community process and service improvements in development planning including VicSmart service, sustainability and liveability outcomes, tree protection and tree enforcement outcomes, VCAT determinations and major projects.

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Building Services (Bpi)

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015

Operational Customer Satisfaction with the service. - Processing of

Building Permits within 15 working days.

92% 100% 88%

- Based on State Government’s Annual Community Satisfaction Surveys.*


Planning and building permits (performance)


CSI score for Planning and building

permits (performance)


Planning and building permits (performance)



- As part of an organisational restructure in November 2014, the Building Control Service unit (formerly part of the Development Services management area) became part of the new Urban Planning & Building management area.


Banyule Building Permits and Inspections (BPi) staff continued to deliver a high quality service to the Banyule community and external clients over the year, including:

• Initiated comprehensive investigation and follow up on outstanding swimming pool permits within the municipality, as reported by the Victorian Building Authority.

• BPI issued a total of 1,524 Building Permits for the financial year, with a value of $266,194,677. Of this total, some 430 Building Permits were issued for development within Banyule by BPi, with a value of $54,494,047.

• Overall profit by the unit exceeded expectations and forecast income outlined in budget

• Conducted approximately 9,083 building permit inspections throughout the year

• Retained market share of industry clients by continuing to offer quality service, and received positive feedback from many in the community for customer service provided

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Our Best Value Performance • Acquired several new industry clients through word of mouth referral and building a reputation

in the building industry

• Reached final stage of development of electronic record storage plan for external private building surveyor Building Permit lodgements

• Surveying staff have worked on their continued professional development and attending Building Industry regulatory seminars

• Implemented the Planning and Building Enforcement Framework which provides risk-based guidance for prioritisation of enforcement activities for both the Development Planning Unit and the enforcement role of the Municipal Building Surveyor.

• Banyule’s Building Fees and Charges continued to be reviewed and adjusted where required. Fees remained at competitive rates based on market expectations.


• Further development of online services - online lodgement of building applications, improvements to building permit application system, onsite mobile technology to enhance service delivery and customer expectations.

• Investigate the potential to move to eRecords for building files to improve access to building files and reduce file storage requirements for all Building Permit documentation and statutory correspondence

• Review and refresh Bpi’s marketing strategy to incorporate increased online lodgement capabilities and web application management

• Develop mobile solutions for delivering on-site inspection certificates to customers

• Continue to review the audit findings from Victorian Building Authority, to mitigate risks and increase accuracy and reliability of service offerings.

• Increase public awareness on Building Safety matters undertaken by Building Bpi.

• Develop and implement a new 5 year Business Plan for Council’s Building Bpi service.

Page 68


Strategic Planning

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015

Operational Customer Satisfaction with the service. - (Based on State

Government’s Annual Community Satisfaction Surveys.)

Banyule CSI scores

(performance):

Council’s general town planning

policy: 56*


(performance):

Council’s general town planning policy:

56*

Banyule CSI scores

(performance):

Council’s general town planning

policy: 59*



- As part of an organisational restructure in November 2014, the Strategic Planning unit (formerly part of the Strategic and Economic Development management area) became part of the new Urban Planning & Building management area


• Achieved the strengthening of the Banyule Planning Scheme with the introduction of new residential zones for various sensitive neighbourhoods. Housing and neighbourhood character strategies were used to identify neighbourhoods with heritage, landscape or environmental significance, and limit the height of new buildings and the number of additional dwellings.

• Recognition of Heidelberg and Heidelberg West in the Government’s new Metropolitan Planning Strategy, Plan Melbourne, within the LaTrobe National Employment Cluster. This will encourage development in the Heidelberg Medical Precinct and assist in the removal of barriers to growth.

• Completed the Ivanhoe Structure Plan, which is now permanently part of the Banyule Planning Scheme.

• Completed public exhibition for Council’s C101 Special Building Overlay proposal for the Banyule Planning Scheme, for mapped 100 year stormwater flow paths in local catchments.

• Development of and creation of a strategic vision for Watsonia which is available in a document ‘Watsonia Vision’, to describe long-term aspirations for the shopping street, nearby railway station and its carpark.

• Completed public consultation to collect opinions for reviewing the Greensborough Structure Plan, with a focus on residential streets to the south of Grimshaw Street where there may be opportunities to support well-designed development.

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Our Best Value Performance • Lobbied the Government’s Heritage Council, for Council’s nomination for Banyule Flats and

Warringal Parklands to be included on the Government’s heritage register.

• Established a Council agreed 10 year work program of Strategic Planning priorities.


• After prolonged lobbying over the last 2 years, getting the Government’s formal response to Council’s C73 proposal for Environmental Sustainable Development, including the potential for wider planning system reform for environmental sustainability.

• Continuing work with the Metropolitan Planning Authority to prepare a broad planning framework for the LaTrobe Employment Cluster to have precincts and objectives for urban renewal, improved transport connections and local economic development in Banyule.

• Starting a planning scheme amendment for a:

- Reviewed Greensborough Structure Plan, for specific precincts.

- Parking Overlay in Heidelberg.

• Achieving Government approval for a final Special Building Overlay in the Banyule Planning Scheme, for mapped 100 year stormwater flow paths in local catchments.

• Positioning Council to create and further a framework for development contributions in the City and make progress on a specified open space % contribution by developers.

Page 70

Our Best Value Performance • Being ready to respond to the Government’s potential:

- Roll-out of a new State Planning Policy Framework

- Further review of new residential zones

- Roll-out of the Middle Yarra River review.

• Work with the Development Planning team to progress improvements in relation development planning outcomes, process and communication. Identify opportunities to increase engagement with strategic planning projects through electronic and social media.

• Enabling Council’s priorities for the Banyule Planning Scheme, whilst concurrently responding to:

- Changing Government policies which affect land use and development in the City.

- Proposals by landowners and other authorities to change the Banyule Planning Scheme.

- Supporting Council’s statutory planning function as well as giving Strategic Planning inputs to other council policies, strategies and plans being developed.

• Reviewing and updating Council’s agreed 10 year work program of Strategic Planning priorities.

• Achieve a decision, from the Government's Heritage Council, for Council's Banyule Flats and Warringal Parklands heritage nomination.

• Obtain the Government’s final response to permanently update the Banyule Planning Scheme for Council’s Ivanhoe Structure Plan.

• Pursue the Government’s final response to the C71 Administrative Update Amendment to the Planning Scheme.

Page 71



Business area: Property and Economic Development


Revised Budget

$‘000

Actual $‘000

Variance $‘000

Variance %


Total

1,809 (1,509)

300

1,730 (1,649)

81

79 140 219

4.37% 9.28% 73.00%


Provision of the following to businesses and industry:

Economic Development: Business attraction and retention, investment facilitation, special rate and charge scheme facilitation, labour market development, business support services, activity centre streetscape master planning and business planning, economic development policy and strategy.


Valuations: Statutory property rating valuations.

Property Services: Property portfolio management including the management of commercial and residential leases, acquisition and disposition of property, discontinuances and associated sale of unused roads.

Strategic Property Projects: Strategic property developments including major projects involving Council land.

Land Information Systems: Geographical Information System facilitation and corporate property information maintenance.

Page 72


Property and Economic Development

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015

Operational

Customer Satisfaction with the service. - Based on State


Banyule CSI scores

(performance):

Business and community

development and tourism:

58*

Overall Performance

of the Council: 68*


(performance):



62*

Overall Performance of

the Council: 68*

Banyule CSI scores

(performance):



60*

Overall Performance

of the Council: 69*

Number of economic development events delivered in partnership with other organisations (eg. neighbouring Councils, State and Federal Government, Regional Development organisations, traders associations, etc)

26 15 38

Participation level (attendance) at Council operated/ hosted economic development events

924 300 1,071

Number of businesses that are participating in special rates schemes

1,356 1,000 1,318



- The Property & Economic Development management (business) area was established as part of an organisational restructure in November 2014. The area is primarily comprised of the Property Services, Economic Development, Valuations and Land Information Services teams (formerly part of the Strategic & Economic Development unit (management area), and Strategic Property projects.

Page 73



• Council purchased three former school sites in Heidelberg Heights, Bellfield and Ivanhoe from the Department of Education and Early Childhood Development in August 2013 after they were closed by the State Government. Council’s decision to buy the school sites has provided a unique opportunity to gain control of important development sites in the municipality and the opportunity to lead local planning outcomes. To date, Council has sold two of its sites in Ivanhoe and Heidelberg Heights. This has also resulted in high-quality development and planning outcomes and the provision of new open space reserves for the community to benefit from. The ownership of the residual site presents the opportunity for a return of community facilities into the future in partnership with the State Government.

• Coordinated the divestment of a key development site in Eltham North which resulted in a high-quality planning outcome and the acquisition an 8,000m2 conservation reserve.

• Recognised local heritage with the naming of ‘Fred Lasslett Reserve’ in Heidelberg and the installation of interpretive signage telling Fred’s story.

• Securing ANZAC centenary commemoration funding to deliver a project that celebrates the rich history and heritage associated with the “Victoria Cross Estate” in Macleod. The project delivered unique street blades and new interpretive signage telling the story of each of the Victoria Cross recipients after whom the local streets are named.

• Facilitated the construction of the Greensborough Walk retail and commercial project stage 1 and planning for development of stage 2.

Page 74

Our Best Value Performance • Delivered a major streetscape renewal project for the Bell Street Mall, leveraging nearly

$230,000 of State Government funding, to improve and activate the space by; introducing new seating, including abstract feature seating; building a new stage for events; installing contoured landscaping with artificial turf to provide a greener, more inviting environment; creating and installing a range of artwork including innovative applications in the central space and installation of lightboxes along Oxford Arcade.

• Produced a draft Economic Development Plan that sets a clear vision and strategic direction for Council’s economic development agenda over the next five years, including continuing the successes of business and retail support, while aspiring to broader economic development goals for inward investment and labour market initiatives.

• Supporting the opening and establishment of services at Banyule’s new co-working space at the Bell Street Mall in Heidelberg West, digiDECL.

• Facilitated the successful implementation of the Watsonia Streetscape Project – stages 2, 2A and 3. Including trader association consultation, project meetings and business communications.

• Facilitated the successful delivery of the Lower Plenty Serpent Seat and landscaping works at the Lower Plenty Shopping Centre in collaboration with the Lower Plenty Traders Association and local artist Philip Howe. This project celebrates Banyule’s rich artistic heritage, culture and community life. As well as providing an asset for the community, the works have also addressed key pedestrian safety issues at the Main Road and Para Road intersection.

• Business support and events – Over 1,000 engagements across a range of session including several mentoring days, small business workshops and seminars, an annual women in business lunch, annual business breakfast, international women’s day brunch, business and schools breakfast, an online group delivery program and several special one off training sessions to respond to local business needs. In addition to “Banyule Business” Events Council also supported 4 Northern Business Achievement Awards breakfasts, several Small Business Victoria Bus visits and Banyule digiDECL sessions.

• Furthering employment and learning initiatives, by strengthening Council’s role in providing work placements, and partnering with the Banyule Nillumbik Local Learning and Employment Network to deliver a key regional Industry and Education breakfast. This event set a clear goal for local partners to recognise the issues around youth unemployment and set the path for committing to work together.

• Supporting Austin Health and the Ivanhoe Traders Association to deliver the ‘2014 Wellness Walk’ and Street Party including the facilitation of sponsorship and approximately $18,000 worth of in kind support. The in kind support included event permit application support, event liaison and steering group participation, promotional support and arranging additional council service provision on the day across a range of service areas. Economic development also managed the $20,000 cash sponsorship including the associated Council benefits. For the 2014 wellness walk, walker numbers increased to 2,200 and the street party was also well supported with an estimated 4,000 in attendance.

• Supported the Watsonia Traders Association to deliver the 2014 Watsonia Motor Show to build on the success of previous shows and maximising Council’s involvement.

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Our Best Value Performance • Regional economic development initiatives have continued to deliver benefits to Banyule,

including; two local businesses and a local young achiever nominated for Northern Business Achievement Awards, and; involvement in the Food and Beverage Working Group that is seeking to establish industry-specific support and recognition for Melbourne’s North.

• Continued support and administration of Banyule’s special rate and charge schemes in each of our eleven main shopping centres, including successful renewal of the Heidelberg Central scheme on Burgundy Street, and initiation of the Bell Street Mall Special Rate renewal.

• Reviewed and improved Council’s Shopping Centre Audit program that identifies and prioritises maintenance and cleaning issues to be addressed in each centre.

• Assisted with the delivery of a specialised capital works program to support local shopping centres, including the delivery of the Heidelberg Central toilet block refurbishment.

• Revitalised the principal stairwell and lift access from the car park to Watermarc and Main Street at Greensborough by introducing dynamic painting and stairwell treatments.

• Supported the establishment of the ‘Little Libraries’ initiative in Macleod Village.

• Successful advocacy for the retention of the Post Office in Eaglemont Village.

• Supported the ‘Bin Art’ competition in Macleod Village in collaboration with Sustainable Macleod.

• Worked with Council’s Transport Engineering team and the Bell Street Mall Traders Association to implement a new parking regime at the Mall, to respond to changed parking arrangements at Melbourne Polytechnic.

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Our Best Value Performance • Partnered delivery of key community events including:

- Lunar New Year Celebrations (the Mall),

- Ramadan Dinner (the Mall),

- Taster of Harmony (the Mall),

- Christmas Carnival (the Mall),

- Eaglemont Village Spring Fair,

- Eaglemont Village Christmas Carnival,

- Monthly Greensborough Markets,

- Macleod Christmas Fair,

- Artists on Were Street (Montmorency),

- “A Merry Monty Xmas” celebrations (Montmorency),

- Music in the Park (Montmorency), and

- Rosanna Village Spring Fair.

• Facilitation and activation of vacant shopfronts in Greensborough in partnership with Renew Australia.

• Capital Improvements in Rosanna including tree planting and pedestrian improvements.

• Ivanhoe Traders Fashion Parade delivered as part of the Women in Business Lunch.

• Project management and facilitation of the Heidelberg Toilet block upgrade. A unique approach to upgrading a public facility with the support of the Heidelberg Central Traders matched funding - a $90,000 project initiated and designed by the Association and managed by the Council.

• Completed the 2014 General Re-valuation, receiving 28 residential objections against assessed values of 52,000 rateable properties.

• Successful delivery of approximately 1,700 additional supplementary valuations, where there were significant changes to the value of a property.

• Progressed implementation of GIS mobility solutions for asset management categories.

• Continued to manage Council’s property portfolio including:

- Strategic identification of landholdings suitable for disposal or acquisition.

- Administering the leasing, licensing or occupation of Council-owned and controlled land.

- Providing property management of Council’s commercial investment and residential property holdings.

- Coordinating and managing Council’s Rights of Way (roads) Discontinuance Program.

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• Facilitate the potential sale and development of the remaining former school site in Bellfield.

• Deliver a masterplan for the area bounded by Waterdale Road, Banksia Street, Perkins Avenue and the Darebin Creek corridor.

• Continue the Property Reallocation Program and deliver effective and efficient sales of Council sites proved surplus to requirement.

• Implement GIS improvements to incorporate the Special Building Overlay Planning Scheme Amendment into Council's mapping system.

• Continue to progress implementation of GIS mobility solutions for asset management categories.

• Finalise and implement a Leasing Policy for Council properties and facilities (including leases currently in over-hold that relate to community organisations and associations).

• Finalise the official 2016 General Valuation.

• Commence the preparation of a Desktop Master Plan primarily focussing on Council's land holding at Banksia Street, Bellfield and other adjacent properties.

• Deliver small business support, including:

- Provide networking and training opportunities that respond to local business needs.

- Work in partnership to provide one-to-one advice and planning and mentoring sessions.

- Finalise and update business related information on our website and other digital channels.

- Explore opportunities for introducing a Banyule Business Awards Program.

• Explore opportunities for augmenting Council's role in the labour market (employment).

• Facilitate the creation of an investment attraction plan for Banyule’s business precincts

• Implement year one actions of the Banyule Economic Development Plan.

• Work toward the planning, evolution and delivery of “Picture Watsonia: A Vision for Watsonia Village”

• Establish a method for identifying streetscape beautification prioritisation for activity centres.

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Business area: Transport, Sustainability and Municipal Laws – Municipal Laws, Transport & Development Engineering


Revised Budget

$‘000

Actual $‘000

Variance $‘000

Variance %


Total

4,216 (3,230)

986

4,623 (3,410)

1,213

(407) 180 (227)

(9.65%) 5.57% (23.02%)


Provision of the following to road users, pet owners, parents and municipal community as a whole:

Municipal Laws: Animal management, parking control and enforcement, fire prevention, school crossing supervision, Local Laws compliance and enforcement, building sites compliance and enforcement, residential parking permits, disabled parking permits, footpath trading.


Transport and Development Engineering: Transport, engineering design, drainage and infrastructure approvals, sustainable transport, transport engineering and planning, drainage & developments engineering.

Page 79


Municipal Laws Service

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015




Enforcement of local laws

(performance)


CSI score for Enforcement of local laws (performance)


Enforcement of local laws

(performance)



- As part of an organisational restructure in November 2014, the Municipal Laws unit (formerly part of the Governance Information and Laws management (business) area) became part of the new Transport, Sustainability and Municipal Laws business area.


• Maintained a high rate in responding to customer requests with 70% responded to within time. Customer requests have increased by an average of 5% from the previous year and this has been handled within existing resources.

• Conducted a progress review of outcomes from last year’s Municipal Laws Service Review. A report is to be presented to the Executive Management Team, with recommendations for new initiatives to continue to improve service delivery.

• Continued to focus on enforcement of traffic issues around schools in the morning and afternoon for the protection of children and this remains a high priority.

• The introduction of Traffic Management Patrol Plans has enabled a greater coverage of area within the municipality helping in the parking enforcement across those areas.

• Facilitated the review of the (DAM Plan) - Council adopted the Domestic Animal Management Plan 2012-2016 (DAM Plan) revised edition in July 2014. The plan was developed by Council’s Animal Management Team and consideration of input from other Council departments.

In accordance with the Domestic Animals Act 1994, councils are required to produce and implement a 4 year Domestic Animal Management Plan (DAM Plan) which is required to be reviewed and updated annually. Council has undertaken the annual review of Banyule’s current DAM Plan 2012 -2016. Minor administrative amendments were required, together with an update to the action plan, noting those actions which have either been completed or are have required some form of modification.

Page 80

Our Best Value Performance • There have been a number of achievements in the 2014-2015 year of the DAM Plan. These

include:

- SMS reminders were sent out to residents who had not renewed their pet registration. This proved to be very successful.

- There were 2 fully fenced dog parks installed at Malahang Reserve Heidelberg West and Malcolm Blair Reserve. These have been very effective for exercising dogs safely; and Council has received positive feedback from dog owners with very few complaints.

- Council’s cat de-sexing program continues twice a year with approximately 130 cats/kittens being de-sexed and micro-chipped annually. This program has been extremely successful and Council was invited to present at the “Getting to Zero” sixth Annual Conference about the program. The end result of this program is a reduction in the number of cats being impounded by Council’s Animal Management Officers.

- There have also been a number of animal issues in Banyule that the media have picked up on, such as a goat story on “The Morning Show” and the dog baiting story on the Channel 10 news, these involving both our Rangers.

- Council has retendered its pound services and is now using Nillumbik Shire Regional Pound, making it easier for residents to reclaim their dogs. Nillumbik’s website is utilised for photos of dogs impounded with no identification, which assists in the reclaiming for owners.

• Worked with the Community Safety Working Group to improve safety and build relationships with residents and stakeholders in the community. The Group involves a number of stakeholders, including the Department of Housing, Neighbourhood Watch, Victoria Police, various departments from Banyule City Council, and residents of Banyule. Various police and local laws issues are addressed by the working group, for example, overhanging branches, abandoned vehicles, damaged footpaths, unsightly premises and monkey bike issues.

• Our partnership with the Salvation Army continues with great success, Council has successfully implemented a project to tackle illegal dumping of rubbish at the Watsonia Salvation Army Store. The project which involved Council installing CCTV technology has resulted in a 98% reduction in rubbish dumping, the prosecution of offenders, and a huge cost saving to the Salvation Army in having to get rid of the rubbish. Over the past two years this program has benefited both the Salvation Army and Council and continues to monitor the behaviour of illegal dumpers. We are now continuing with a similar process with Vinnies at The Mall, Heidelberg West.

• The Municipal Fire Management Planning Committee has been established as a Sub Committee of the Municipal Emergency Management Planning Committee. The committee continues to meet once quarterly with relevant emergency authorities and agencies.

• Continued the site inspections and monitoring of building sites with a focus on providing education to building contractors to keep building sites clean, tidy and safe for the surrounding community. This proactive approach is aimed at influencing behaviour to achieve better outcomes, and is given authority through the new Local Laws.

Page 81


• Implement recommendations and initiatives from the Municipal Laws Service review to continue to improve the service, achieve best value, and meet community needs into the future.

• Continue to provide a high level of service to our community in relation to parking enforcement, animal management, local law enforcement, fire prevention and school crossings supervision, to ensure a safer environment for the community.

• Maintain the focus on proactive fire prevention, including Council’s responsibilities in relation to compliance with municipal fire prevention planning.

• Continue to monitor and enforce Footpath Trading areas with a focus on reducing risk and providing our stakeholders with an effective service.

• Continue to implement Banyule’s parking plans, including the monitoring and managing of changes to parking meters throughout the municipality, particularly in high profile areas.

• Further review and development of detailed procedure manuals to guide Authorised officers in the effective implementation of the new General Local Law No. 1.

• Continue to focus on responsible animal ownership, including enforcement of animal management, local laws, education and raising awareness (eg. control of dogs off lead, picking up after dogs and de-sexing of pets).

• Maintain our focus on customer service, timely management of requests, and community education and awareness.

• Continue to use CCTV technology for the future use in reducing illegal dumping of rubbish in Banyule at dumping hotspots.

• Participate in the Community Safety Working Group to continue to improve safety and build relationships with residents and stakeholders.

Page 82


Transport and Development Engineering

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015


Government’s Annual Community Satisfaction Surveys.

Banyule CSI scores

(performance):

Traffic management:

59* Parking facilities:

60* The condition of local streets and footpaths in

your area: 62*


(performance):

Traffic management:


56* The condition of local streets and footpaths in your

area: 64*

Banyule CSI scores

(performance):

Traffic management:


57* The condition of local streets and footpaths in

your area: 64*



- As part of an organisational restructure in November 2014, the Engineering Services unit (formerly part of the Development Services management (business) area) became part of the new Transport, Sustainability and Municipal Laws business area.


• Banyule achieved solid results in the State Government’s Annual Community Satisfaction Survey 2015 across the selected performance measures related to Engineering Services. The results compared favourably with the average scores for the Inner Metro Group and State-wide averages.

• Prepared 45 Council Reports (compared to 32 last year), to inform Council and provide recommendations on the appropriate course of action for key issues including: major projects, transport and road safety issues, parking management, drainage and road design.

• Completed 1,815 Transport and Road Safety related customer requests, an average of approximately 151 a month, with 92% completed on time

• Completed 1,696 Drainage and Development related customer requests and Referrals, an average of approximately 141 a month.

• Completed 452 Planning Department referrals to assist in the assessment of new development permits.

• Delivered approximately $320,000 in Transport and Road Safety related Capital Works.

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Our Best Value Performance • Delivered approximately $200,000 in Drainage related Capital Works.

• Introduced new on-line payment system for drainage applications.

• Revised engineering information available on Banyule’s web site.

• Finalised the Strategic Stormwater Network Catchment Plan for the municipality including definition of areas subject to overland flow and prepared maps for and assisted with the development of the Special Building Overlay to incorporate the Plan into the Planning Scheme.

• Completed a study into options for the use and management of the Redmond Court wetlands.

• Completed the review, development and updating of the Banyule Integrated Transport Plan and presented the draft document to Council for release for public comment.

• Completed the development of the Heidelberg & Bell Street Mall Parking Plan and presented the draft document to Council for release for public comment.

• Implemented 40km/h zones in the Heidelberg, Watsonia and Ivanhoe East pedestrian precincts.

• Developed concepts for alterations to Burgundy Street, Heidelberg to meet VicRoads pedestrian safety requirements for the extension of the 40km/h speed limit.

• Developed a Parking Management Plan and Green Travel Plan for Council’s new offices at 1 Flintoff Street, Greensborough

• Installed bicycle lanes throughout the municipality to improve links to the existing bicycle network in line with Council Bicycle Strategy.

• Continued to work with and advocate to the Department of Economic Development, Jobs, Transport and Resources and the Minister for Public Transport to improve:

- service frequencies and accessibility to our activity centres

- access and facilities at railway stations.

• Continued to work with and advocate to VicRoads and the Minister for Roads to improve traffic planning and operation within the municipality.


• Manage an increasing workload and capital works program with current staff resources.

• Deliver approximately $1.4 million in Transport and Drainage related Capital Works.

• Implement additional paid car parking opportunities.

• Finalise the Special Building Overlay for overland flow paths and define/deliver projects for the 10 year Prioritised Stormwater Mitigation Capital Works Program.

• Finalise the Banyule Integrated Transport Plan.

• Finalise the Heidelberg & Bell Street Mall Parking Plan and deliver the Ivanhoe Parking Plan.

• Update the Banyule Road Safety Plan

• Review the Banyule Residential Parking Permit Policy.

Page 84

http://economicdevelopment.vic.gov.au/


Our Best Value Performance • Finalise the Parking Management Plan and Green Travel Plan for Council’s new offices at 1

Flintoff Street, Greensborough

• Continue to work with and advocate to VicRoads and the Minister for Roads to improve traffic planning and operation within the municipality

• Continue to work with and advocate to the Department of Economic Development, Jobs, Transport and Resources and the Minister for Public Transport to improve:

- service frequencies and accessibility to our activity centres

- access and facilities at railway stations.

Page 85




Our Activities and Services Strategic Objective 4 COMMUNITY INVOLVEMENT IN COMMUNITY LIFE Govern effectively by appropriately engaging the community in issues that affect them, and advocate for the broader interest of the community.

Business area: Governance and Communication


Revised Budget

$‘000

Actual $‘000

Variance $‘000

Variance %


Total

4,268 (7) 4,261

3,992 (8) 3,984

276 1 277

6.47% 14.29% 6.50%


Provision of the following to support council’s direct service delivery areas:

Governance: Corporate Governance and compliance including Council Meetings, CEO & Councillor administration , Freedom of Information and Protected Disclosure (Whistleblower), Council Elections, Councillors support and training, Council Office Management, Cemetery management for Warringal & Greensborough Cemeteries.

Customer Service: Customer Service to community and internal units, management of Customer Service Centres, Organisational customer service standards, Customer request management and reporting, Receipting procedures.

Communications: Public relations and marketing, website and social media, media liaison, corporate communications plan, corporate identity, advertising, publications, promotion and events support.

Business area: Executive


Revised Budget

$‘000

Actual $‘000

Variance $‘000

Variance %


Total

2,092 - 2,092

2,162 - 2,162

(70) - (70)

(3.35%) - (3.35%)



Executive services.

Page 86


Governance

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015

Operational Customer Satisfaction with the service. - Based on internal

Customer Satisfaction Surveys.

98% (based on

satisfaction of citizenship ceremonies participants)

90% (based on satisfaction

of citizenship ceremonies participants)

98%



Informing the community

(performance)


CSI score for Informing the community

(performance)



(performance)



- The Governance Service unit was formerly part of the Governance, Information and Laws management area. As part of an organisational restructure in November 2014, this management area became the new Governance & Communications management (business) area.

Page 87



• Held 22 Ordinary Meetings and 1 Special Meeting of Council.

• Recorded 92 Assemblies of Councillors, indicating Councillors are being provided with a greater understanding of issues to assist them to make informed decisions.

• Held 4 Citizenship Ceremonies this year, with over 461 Banyule residents becoming Australian Citizens from a variety of nationalities/countries. This included an Australia Day citizenship ceremony.

• Surveyed Citizenship Ceremony attendees to measure satisfaction with the ceremony, achieving a 98% satisfaction rating.

• Processed 9 Freedom of Information requests within the statutory timeframe (45 days), representing 90%.

• Held four Cemetery Trust meetings and one Special Trust meeting to discuss operating matters, future use of the cemetery and adopt the budget for the Cemeteries.

• Engaged an external auditor to complete an audit of the Banyule Cemeteries Trust Abstract of Accounts to be submitted to the Department of Health.

• A consultant has been appointed to develop a feasibility and Masterplan for the development of ashes memorial (including wall niche) positions at Warringal Cemetery.

• The Independent Broad-Based Anti-Corruption Commission (IBAC) undertook a review of procedures established by public bodies as required under the Protected Disclosure Act 2012. In December 2014 (PD), IBAC released its report on the findings of the review, titled “Review of Protected Disclosure Procedures – Section 60 of the Protected Disclosure Act 2012”. Banyule Council has been identified in IBAC’s report as a best practice Council and given a ‘gold star’ rating for its procedures, and therefore compliance with the PD Act. Only 15 of the 114 public bodies reviewed, which included all Victorian Councils and Government Departments, achieved this rating.

• As part of Council’s commitment to Good Governance, the Governance section of the Corporate Induction for new of Staff/Contractors was redeveloped to include Conflicts of Interests, Gifts and Hospitality, Protected Disclosures and Information Privacy.

• The Review of Council’s Local Law No 1 - General Local Law was completed and the new General Local Law No.1 (2015) commenced operation on 15 April 2015. The process undertaken over 18 months included consultations and presentations conducted with Councillors and relevant departments. All relevant statutory requirements were met with a Community Impact Statement and Human Rights Assessment undertaken.

• The Review of Council’s Local Law No 2 – Conduct of Meetings was completed and the new renamed Governance Local Law No. 2 (2015) commenced 1 May 2015 – The review included the Meeting Procedures Code and provides for regulation of Council Meetings. The Local Law and Code is essentially the same as the previous document, however, the review has allowed for it to be updated, simplified, inconsistencies have been removed and further clarification has been made to some clauses. All relevant statutory requirements were met with a Community Impact Statement and Human Rights Assessment undertaken.

• Council’s Petition guidelines were reviewed and Council confirmed its position on petitions in particular electronic petitions, this will be reviewed once both houses of Parliament at Federal and State levels allow the submission of electronic petitions.

Page 88



• Finalise the review of Councillor Expense, Entitlements and Resource Policy.

• Finalise the investigation of webcasting of Council meetings as requested by Council and whether it may be viewed from Council’s website.

• Design and installation of new wall niches at Warringal Cemetery to allow for ashes placement.

• Commence investigations on a new Cemetery Data Base system, which will allow for the public to search the database on-line.

• Commence planning for the 2016 General Elections.

• Facilitate Banyule’s input into the State Government review of the LG Act 1989

Page 89


Customer Service

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015



78* Banyule CSI score for Customer

Service (performance)


CSI score for Customer Service

(performance)

73* Banyule CSI score for Customer

Service (performance)

Number of Out and

About Sessions Conducted

26 18 per year 16

Average time taken to answer telephone call enquiries

1 minute and 26 seconds

(86 seconds)

Within 2 minutes

2 minutes and 11 seconds

(131 seconds)



- As part of an organisational restructure in November 2014, the Customer Service unit (formerly part of Organisational Performance management area) became part of the Governance and Communications management (business) area.


• Conducted 16 ‘Out and About’ events during the year with a focus on community engagement through structured consultation, in conjunction with Community and Social Planning.

• In the State Government’s Annual Community Satisfaction Survey 2015, Banyule’s result (CSI score) of 73 for ‘Customer service (performance)’ was equal to the 2015 Metro Council Group average and higher than State-wide average (70). The results included 88% of respondents providing a rating of very good, good or average for this core measure (category).

• Conducted extensive training across the organisation to promote the standards required of staff in relation to Customer Service and encourage a culture of excellent customer service to the community.

• Conducted specialised ‘aggressive customer’ training for Customer Service staff.

• Commenced the development of Banyule’s Complaints Handling Policy and Guidelines.

• Conducted 2 Professional Education and Knowledge Sharing (PEAKS) days for staff to develop their skills and knowledge of council and community services.

• Managed two external service provider contracts.

Page 90


• Continued to participate in industry forums, including the LGPro Customer Service Special Interest Group.

• Participated in Banyule’s Municipal Emergency Management Plan exercises and events.

• Seconded staff to a number of areas to assist with peaks and troughs in those areas.

• Conducted Best Value Plus audits as part of Council’s BV+ internal audit program.

• Continued to be the face of Council at front of house for customer enquiries, either over the counter or by telephone, through Council’s main telephone number 9490 4222. This included:

- Received 67,404 customer requests (and responding or referring requests to appropriate services for action)

- Encouraged responsible pet ownership and assisted with animal registrations

- Maintained the welcoming atmosphere at the Service Centres through attentive and courteous customer contact, and ensure the foyers present up to date information

- Ensured that the customer service team work with service units to maintain an understanding of up to date and accurate information, in order to be able to provide a comprehensive initial response to customers

- Planned for appropriate coverage of the call centre and counters for peak periods throughout the year eg: Rates instalments, animal registrations, animal registration reminders, kindergarten enrolments, food business registrations, and other initiatives from time to time

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• Continuing to conduct Customer Service training for all staff in Banyule to reinforce the standards required of staff in relation to Customer Service.

• Conducting a service review to determine the manner in which customer service will be delivered across the organisation in to the future.

• Managing the preparation of staff and service unit for the move to One Flintoff.

• Managing and providing information to customers to assist understanding of any impacts of future rate capping.

• Explore the introduction of technologies and processes to improve efficiency and service delivery.

• Engage with the community through a targeted ‘out and about’ program, focusing on sections of the community who may experience barriers to participation in civic and community life

• Develop and implement new Customer Service Charter including marketing plan and training

• Review locations, times and methods of delivering customer service across the municipality.

• Manage the ongoing implementation of the TRIM and CRM integration in conjunction with TRIM Implementation Team.

• Develop and implement a Complaint Handling Policy in line with Ombudsman's guidelines

• Continuing to work with relevant service units to be able to respond to frequently asked questions (eg. Revaluation in 2016)

• Assist with the planning and preparation for Council Election in late 2016 to ensure customers have access to relevant information.

Page 92


Communications

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015

Operational Customer satisfaction with the service. - Based on Banyule

City Council/ Internal Customer Satisfaction Surveys

Internal Survey rating = 7.3

(Average rating out of 10. Based

on June 2012 survey)


(Overall Customer Service Satisfaction. Average rating out

of 10.)







(performance)


CSI score for Informing the community

(performance)



(performance)



- As part of an organisational restructure in November 2014, the Communications unit (formerly part of Organisational Performance management area) became part of the Governance and Communications management (business) area.

Page 93

Our Best Value Performance Key Highlights for 2014-2015

Media Liaison

• One hundred and eighteen media releases resulted in coverage in the local and daily media. We also responded to 112 reactive and issues management media enquiries. This resulted in 802 articles in the press, this equates to $6,365,907 advertising value.

• A number of stories were also picked up by metropolitan TV and radio including:

- Molly the miniature goat found in Watsonia – Channel 9 Today Show,

- New local law banning residents from leaving their bins out – 3AW and Channel 9 News

- Promotion of Hatch Seventh Skin exhibition – Channel 31

- CCTV cameras to deter the dumping of rubbish – significant story run on Channel 9 News

- Stolen tubular slide from Binnak Park Playground in Watsonia North – Herald Sun 3AW, ABC Radio, channel 7 and Channel 9 News

- 12-month trial of Wolfcom body cameras for parking inspectors and school crossing supervisors Channel 7 news and Channel 9 news, 3AW, LG Focus

- Two dog baiting incidents in Banyule –Herald Sun, Channel 7 News, Radio 3AW and 774 ABC Radio

Advertorial/ Editorial

• Our half page Banyule in Brief advertorials, in which we profile news and events and a Mayoral message, ran monthly in the Heidelberg and Diamond Valley Leader newspapers.

Publications

• Forty seven external publications (writing, edit and production) including:

- Community Calendar 2015 – Celebrate Banyule

- Banyule Banner - 6 editions

- Ward Newsletters- 3 editions

- The Banyule Little Book of Things to Do

- Food News newsletter

- Health News newsletter

- Building a Better Banyule Fact Sheets

- Support material for Community Budget Information Sessions

- Council’s Advocacy Report

- 2015 Volunteer Awards Booklet

- 2015 Sports Awards Booklet

• Assisting with the development and production of the City Plan, Budget and Annual Report

• Twelve internal newsletters including Bird’s Eye View and Banyule Leisure Staff Newsletters

Page 94

Our Best Value Performance Marketing and Communications for events or programs

• Marketing and Communications for 49 events or programs including:

- Ivanhoe Aquatic Banyule Re-opening and rebranding

- Greensborough Project - One Flintoff Street

- School sites

- Malahang Festival

- Twilight Sounds and Kids Artfarty Fest including $21,000 in sponsorship from Leader Newspapers.

- Centenary of ANZAC events

- Banyule Volunteer Awards

- Banyule Sports Awards and Club Recognition Night

- Ivanhoe Aquatic and Fitness Centre redevelopment and relaunch

- Banyule Seniors Festival

- Outdoor events including Movies on the Move, Picnic in the Park.

Film Liaison

• This function provides a single point of contact to facilitate film production in Banyule. Liaison occurs with film producers as well as with internal departments such as local laws and traffic, prior to film permits being issued. During the last financial year we assisted with:

- 8 TV series

- 7 student films

- 7 TV commercials

- 2 Still photography

Digital Media

• TV presentations in Service Centres and leisure centres – updated weekly

• On hold messages updated monthly

Branding

• This year, branding projects have included:

- Reinvigorating and modernising Council’s brand with new designs for signage and stationery to be introduced

- Signage including new branding for Ivanhoe Aquatic Banyule

- Signage and branding for the Olympic Village Child and Family Centre

- Building a Better Banyule marketing collateral

- Logo development for Age Friendly Cities

Page 95

Our Best Value Performance Website

• There have been a number of improvements made to the website this year including:

- Upgrade of the content management system which makes it easy and more intuitive for users

- Redesign of the homepage to create a more user friendly experience

- Accessibility improvements

- Several areas and pages have been resigned including:

- Waste and Recycling redesigned to reflect information in the Garage and Recycling Booklet

- Public Health section redesigned to better delineate information for resident from information for businesses

- Reorganisation of grants information to make it easier for the public to access information and how to apply for grants

Social Media

• Council continued to increase its social media presence and utilise it as an effective way to

communicate with residents.

• Banyule’s Facebook community increased by 345% from 673 to 2,324 followers. The rapid growth in our Facebook community in June was the result of a single post warning the community about two incidents of dog baiting in Banyule. It was seen by 756,992 people and attracted 411 new Facebook followers to Banyule Council’s page. By 1 July 2015 it had attracted 976 likes, been shared by 6,659 people and attracted 1,422 comments

Twitter

• Banyule’s Twitter community more than doubled from 437 to 929 followers, with 44 tweets reaching 500 followers or more.

0

500

1,000

1,500

2,000

2,500

31/07/2014

31/08/2014

30/09/2014

31/10/2014

30/11/2014

31/12/2014

31/01/2015

28/02/2015

31/03/2015

30/04/2015

31/05/2015

30/06/2015

Likes 911 1,177 1,349 1,408 1,438 1,579 1,634 1,688 1,729 1,784 1,850 2,324Moving Avg. 911 1044 1146 1211 1257 1310 1357 1398 1435 1470 1504 1573

Facebook Likes 2014/15

Page 96

Our Best Value Performance Feature articles - promotion campaigns

• Twilight Sounds / Kids Arty Farty Fest

• Banyule Business Events

• LGBTI Events

• Cat De-sexing Service

• Award Nomination Call Out

Event Management

• Banyule Volunteer and Citizen of the Year Awards (support)

• Banyule Sports Achievement Awards and Club Recognition Night (support)

• Jagajaga Schools ANZAC Commemorative Event

• ANZAC Day parades and ceremonies

• Mayoral Ball 2014

• Achieving the Best staff event


• Lead up to Council General Election to be held in October 2016

• Implementation of new signage designs

• Developing the Banyule website further by:

- continuing to review the current structure

- adding online payment facilities and online subscriptions

- and developing a mobile application to assist the community to quickly and easily access important information such as bin nights, contact details, events, community consultations, etc.

• Continue to develop and increase community engagement via social media, in particular via Banyule’s Facebook, Twitter and YouTube channels, both organically and through targeted social media advertising.

• Continue to develop and implement communications strategies for major projects, services and events to keep the community informed.

• Develop and implement “Building a Better Banyule” marketing campaign for all capital works projects

• Continue to deliver Councillor Communications and Marketing including ward newsletters.

• Market Aged & Disability Services to improve community and Council understanding of services, quality and future directions in Aged Care including marketing of Aged Friendly cities.

Page 97


Strategic Objective 5 USE OUR RESOURCES WISELY Manage the financial and non-financial resources required for the next four years to achieve Council’s strategic objectives.

Business area: Operations – Plant and Fleet Management, and Emergency Management


Revised Budget

$‘000

Actual $‘000

Variance $‘000

Variance %


Total

4,113 - 4,113

3,476 (80) 3,396

637 80 717

15.49% 100.00% 17.43%



Plant and Fleet Management: Workshop repairs, services for all council vehicles, contract and specification of fleet, ordering of new and replacement vehicles, trucks and heavy mobile plant.


Emergency Management: Co-ordination of Municipal Emergency Management.

Page 98


Fleet Management Services

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014

TARGET 2014-2015

ACTUAL 2014-2015

Operational Customer Satisfaction with the service. - Based on Internal

Surveys.

CSI 78 (Based on Dec 2011 internal

survey)

CSI 80 (‘Overall

satisfaction with the service’)

CSI 78 (Based on Dec 2011 internal

survey)


• Continued to provide a cost effective fleet through the purchase of suitable vehicles and plant, and ensuring appropriate maintenance and programmed replacement.

• Continued to provide a timely and responsive maintenance service that enables maximum utilisation and minimal downtime, for:

- Council’s fleet - light passenger and commercial fleet, trucks, mobile plant (eg. tractors)

- Small equipment

- Council’s Waste Recovery Centre.

• Improved vehicle servicing technology to enable better maintenance of modern fleet vehicles.

• Continued to evaluate (and introduce where appropriate) new vehicle technologies and fuel options to help improve Council’s transport carbon footprint and operating cost.


• Finalise the review of the Fleet Policy to ensure appropriate vehicle selection, retention, utilisation and efficient use of fleet.

• Undertake a Best Value review of the Fleet Management Service.

• Finalise the upgrade the Fleet Management IT systems to improve maintenance management and replacement programming.

• Continue to keep abreast of new fleet technologies to improve vehicle operational and environmental efficiency.

• Continue to provide a sustainable, cost effective and safe fleet, including:

- Continue to provide a cost effective and environmental fleet, supported by an efficient and responsive fleet management team and workshop.

- Review fleet management practices to reduce the size of the operational fleet in conjunction with a move to One Flintoff and a reduced operational need.

Page 99



Business area: Human Resources


Revised Budget

$‘000

Actual $‘000

Variance $‘000

Variance %


Total

3,162 - 3,162

2,962 - 2,962

200 - 200

6.33% - 6.33%



Recruitment and selection, induction, industrial relations, employee relations, human resources information system (HRIS), occupational health & safety, Work Cover and return to work, health & wellbeing, learning & development, corporate training programs, leadership development, organisational cultural improvement initiatives, risk management, claims processing/management, insurances and broker relations, business continuity plan, workforce strategy, and workforce planning, employee counselling and referral service.

Page 100


Human Resources

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014

TARGET 2014-2015

ACTUAL 2014-2015

Operational Customer Satisfaction with the service. - based on internal

Council Survey.

Workforce Development

Internal Survey Rating = 7.1

(Average Rating out of 10. Based on

June 2012 survey)


(Overall Customer Service

Satisfaction. Average rating out

of 10)

Workforce Development


(Average Rating out of 10. Based on June

2012 survey)

Performance against Human Resources Strategic Plan (% actions completed on time)

81% 80% 92%


• Emergency evacuation processes were updated across Council’s workplaces and community halls.

• Renewal of Council’s general insurances for the 2015/16 year delivered significant savings across the insurance portfolio.

• WorkCover premium was reduced from previous year as a result of continued active claims management.

• Council’s Business Continuity Plan was subjected to a ‘desk-top exercise’ with the result that the plan was considered robust however some improvement opportunities were identified and these will be implemented. A further exercise is to be conducted in 2015.

• Health and Safety Week 2014 delivered seminars, workshops and healthy living events focusing on mental health, nutrition, sun safety and fitness activities.

• Council’s revised Staff Code of Conduct rolled out across all Departments via presentations at team meetings and distribution of handbooks. Communication of the Code has been incorporated into the new employee induction program.

• The in-principle Enterprise Agreement No. 6 document received 93% support by formal vote conducted through the VEC on 17 August 2014, and was ratified by the Fair Work Commission on 17 September 2014.

• Reintroduced quarterly metrics reporting to the Executive Management Team (EMT) on HR safety and risk indicators

• Resolved a small number of protracted and complex industrial relations matters.

Page 101


• Introduction of strategies to identify and manage critical roles, which are instrumental to delivering Council’s operational goals, and ensure that employees can readily access the training and development relevant to their roles.

• Implementation of a tailored leadership development framework over the next 12 months to develop current and emerging leaders.

• To positively influence and support the effective management of chronic conditions in the workplace to improve workplace safety and productivity.

• To become a Breastfeeding Accredited Workplace at as many Banyule workplaces as possible.

• To implement more robust pre-employment testing, including psychometric testing where this is appropriate.

• Consideration of strategies for the next round of enterprise bargaining negotiations which reflect the future work environment.

• Review and improve how the organisation engages contract labour.

• Introduction of an organisation wide Engagement and Alignment staff survey in February 2016.

Page 102



Business area: Finance & Procurement


Revised Budget

$‘000

Actual $‘000

Variance $‘000

Variance %


Total

4,638 (162) 4,476

3,627 (206) 3,421

1,011 44 1,055

21.80% 27.16% 23.57%



Revenue collection, accounts receivable, accounts payable, payroll, procurement, management and financial reporting:

- Processing and collection of revenue - Maintenance and analysis of rating data - Administration of payroll and accounts payable - Annual and strategic budget preparation - Annual financial report preparation - Procurement of goods and services - Investment and debt management - Financial reporting to external legislative bodies - Financial management monitoring and analysis between budget and actual results - Financial management internal support to business units and reporting - Maintenance and integrity of the finance system.

Page 103


Finance and Procurement

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014

TARGET 2014-2015

ACTUAL 2014-2015

Operational Customer Satisfaction with the service. - (based on Internal

Satisfaction Surveys)


(Average rating out of 10. Based on

June 2012 survey)


(Overall Customer Service Satisfaction.

Average rating out of 10.)


(Average rating out of 10. Based on

June 2012 survey)


• Supported the business in awarding 45 Council procurement contracts, 15 third party collaborative contracts following MAV Procurement, Procurement Australia and Eastern Metro Region public tender processes, whilst administering 325 active contracts.

• Prepared financial information for Banyule’s Annual Report for year ended 30 June 2015 (incorporating the Financial Report) and for the development of the new City Plan 2013-2017 (Year 3).

• Worked closely with the management team, Councillors and service units to prepare Council’s 2015/2016 Budget. The development of the Budget was based on information gathered from extensive community consultation and industry best practice accounting standards.

• Completed monthly financial reporting for the Executive Management Team (EMT), Councillors and for the quarterly Council meeting, with the assistance of managers and supervisors.

• Worked closely with the Urban Planning & Building management area to improve processes and implement digital print jobs and electronic archiving for debtor invoices and statements. For example, Banyule Permits and Inspections (BPi) invoices are now directly emailed to clients without hard copy printing and mailing.

• Participated in the internal quarterly reporting of the Local Government Performance Reporting Framework requirements, a Banyule wide exercise in preparation of the first LGPRF annual report due for the year ended 30 June 2015.

• Continued to provide timely financial information and reports, meeting statutory time frame for all finance deliverables. Including the Fringe Benefits Return; Goods and Services Returns; Victoria Grants Commission Return, Fire Services Levy Property reconciliations and remittances to the State Revenue Office, grant acquittals and for the Australian Bureau of Statistic (ABS) reporting.

• Enhanced the computer module, Powerbudget, including improvement of the allocation of the year to date budget over multiple spending patterns and to cater for a new reporting menu via portals for user’s easy monitoring and access.

• Involved in the undertaking of two audits of external organisations to review their ability to make payments to Council.

• Undertaken financial reviews of short-listed tenderers for major capital works and services.

Page 104

Our Best Value Performance • Participated in and coordinated internal audits and risk assessments undertaken by Council’s

internal audit firm as part of its scheduled program.

• Continued to monitor and invest in term deposits to achieve the best returns but mitigate against investment risk.

• Delivered monthly ‘Procurement awareness’ training sessions along with regular ‘Procurement Induction’ sessions throughout the year.

• Updated finance policies and procedures due for review in line with changing legislation and best practice guidelines; e.g. debt management strategic plan and rating strategy.

• All Revenue Services staff completed Financial Hardship Training in line with the MAV requirements.

• Made significant progress towards being fully integrated into the corporate information management system – TRIM (for electronic document records). Utilisation of this system for workflow has enabled a reduction of long term paper record storage.

Page 105


• Provide accurate and concise financial reports in a timely manner and format that satisfies the ongoing requirements of councillors and management to make informed decisions, This will involve further enhancement to our current reporting to enable cashflow and balance sheet monthly reporting.

• Enhance the strategic budget process to align with the organisational long term sustainability, strategic planning and corporate timetable.

• Review the processes, tools and reporting for capital projects to allow improved assessment of key performance indicators, such as asset renewal and project delivery against budget/forecast.

• Support the Business Units in their procurement activities; undertake public tenders where appropriate and monitor their compliance. Ensuring that procurement activities are in accordance with procurement policy and guidelines.

• Continue to participate in third party collaborative tender arrangements and, in doing so to get commitment to these opportunities from Business Units across Council.

• Implementation of ARC Blue reporting and fully utilising the benefits that it provides to Council in order to analyse and understand spend trends within categories and for comparison against other Councils.

• Enhance operational processes and reporting. Areas being considered include Fringe Benefit Tax reporting, Invoice scanning, credit card processing and online leave forms.

• Maintain and increase wherever possible the standard of procurement activities across council and continue the initial success to advocate for and increase the number of collaborative tender opportunities.

• Continue to comply with financial legislative changes and associated system enhancements, policy and procedures as appropriate. This includes the implementation of new data standards introduced as part of the Super stream reform aimed at improving the efficiency of the superannuation system.

• Continue the integration of all key financial documents and reports into the TRIM electronic document records management system to enable documents to be stored, managed and accessed through TRIM.

Page 106



Business area: Organisational Systems


Revised Budget

$‘000

Actual $‘000

Variance $‘000

Variance %


Total

6,161 - 6,161

5,393 (1) 5,392

768 1 769

12.47% 100.00% 12.48%



Information Technology: IT Operations: Customer request management, Maintenance of voice and data network, Availability of systems and applications. IT Application Services: Secure, reliable and innovative services, Delivery of appropriate solutions, Enterprise Data Centre management, Leading edge business solutions utilising new and innovative technologies. IT Infrastructure: Stable and innovative infrastructure, Efficient life cycle management of data, hardware and voice, Web solutions, Accessibility and mobility infrastructure solutions.

Records and Information Management: Management of correspondence, registering all inwards and outwards mail, Electronic Document Management, archiving and disposing of Council records, Mail and courier deliveries across all Council sites, Manage council files, Information Management, Training staff on using Electronic Document Management System.

Business Services: Organisational development support including City Plan development, Best Value implementation, Corporate policy development and management, Business plan development, Corporate planning and reporting support, Organisational development support, Continuous improvement, certification program management and support.

Page 107


Management and Operation of Information Technology

SERVICE ASPECT

KEY PERFORMANCE INDICATOR

ACTUAL 2013-2014

TARGET 2014-2015

ACTUAL 2014-2015

Operational Customer Satisfaction with the service. - Percentage of core IT

systems availability

99.98%

98%

99%

Notes: - As part of an organisational restructure in November 2014, the Information Technology unit (management area)

became part of the new Organisational Systems management area. Key Highlights for 2014-2015

A main drive for IT this year was the implementation of the Disaster Recovery capabilities. As organisations come to rely more and more on their IT systems to be able to perform day to day functions so it becomes critical that these systems can withstand the loss of a building that houses the systems. This may be fire, flood or loss of power for an extended period. Many of the projects undertaken this year were to facilitate the housing of Banyule’s system in two separate buildings so the loss of one would still allow the IT systems to function from the other. Projects:

• Developed the IT Strategic Plan 2015-2020 & Action Plan which provides a blueprint for the coming years to ensure that the Council’s technology goals and opportunities are achieved in a logical, systematic and prioritised manner, and to prepare for future technology challenges.

• Upgraded the email system – to allow for redundancy and disaster recovery capabilities (and remain operational with minimal disruption to business).

• Upgraded the phone system – to provide the capability to re-route customer service calls to a new location within minutes.

• Upgraded the Virtual server platform

• Upgraded the backup platform – this allows for the retention of backup data off site and reduces the time to restore if required.

• Built Citrix farm to increase capacity and flexibility – allows more people to work from home if the need arises and provides options for mobile, in-field working.

• Moved the production environment to Greensborough, as this site has greater resiliency to power loss (with Ivanhoe as Disaster Recovery site).

• Built Wide Area Network to support Disaster Recovery objectives – provides secondary connectivity options to all council buildings allowing business as usual in the event of loss of a critical site.

• Implemented application replication technologies to support Disaster Recovery objectives – Reducing the time Banyule City Council is “off-line” in a Disaster event.

• Supported the ‘Ivanhoe Aquatic redevelopment’ and ‘Olympic Village Family Centre’ projects with IT requirements

Page 108

Our Best Value Performance • Completed the Authority Virtual Server Rebuild from Ivanhoe to Greensborough

• Converted web application to ‘.NET’ code base for future proofing – allowing application to be accessible from mobile devices.

• Upgraded various applications to support corporate systems, including:

- Red Hat Enterprise Linux V5.5 to V6.1

- Informix Dynamic Server V11.5 to V12.1

- Crystal server to V2013

- Planning Permit Activity Report (PPAR) to V4

• Worked with the Municipal Laws team to incorporate the new Local Laws 2015 (and the configuration of all penalties associated with breaches of those laws) in the Authority & AutoIssue systems.

Operational Achievements:

• Extended the photocopier contract to cover organisational requirements until the consolidation of three Council administration offices into a single office at One Flintoff in Greensborough

• Implemented a new Service Desk providing a service catalogue for staff to log incidents or request support. It also enables IT to utilise a change management approach to making changes to the network.

• Firmware upgrade of core switching (for vendor support)

• Upgraded the printing system to provide better remote site resilience and reporting

• Migrated the Legacy MERIT System to sustainable server platform

• SQL Database upgraded to support redundancy and disaster recovery.

• Conducted an annual ‘role security’ review to align user access to their position (role).

• Successfully rebuilding the corporate Authority environment including all integrations

• Patched the ‘LIVE’ production environment 14 times - monthly plus for 2 critical End of Year hot fixes

• Patched test and demo environments 42 times for Authority, Xpedite and also TRIM for User Acceptance Testing

• Logged 181 Authority system hotline issues, closing 150 in the financial year

• Completed the monthly patching to the Windows servers and desktops to maintain network security.

• Engaged security specialists to conduct 2 security audits and penetration testing of the network, with few critical issues identified.

• Upgraded Powerbudget to a dedicated server and completed software reconfiguration to improve performance

Page 109


• Replace Storage Platform – providing all-round efficiencies in performance, power and cooling requirements, and data storage space savings.

• Implement new Maternal and Child Health system with Municipal Association of Victoria (MAV) to enable in-field working and better collaboration between all councils

• Implement a mobile system for Health Inspections

• Rewrite the NOMAD system (an asset management system used by the Parks & Gardens area) to a more sustainable platform, allowing mobility and future development.

• Implement mobility solutions utilising APIs (integration tool) for the Authority CRM (Customer Request Management) and Registers modules

• Review asset mobility solutions

• Review e-Service functionality to achieve full end to end transactional and booking services

• Assess and work toward successful deployment of Windows 10

• Implement a new Intranet platform delivering collaboration, mobility and dashboard reporting of key indicators, improving areas such as capital works, induction and training.

• Upgrade to a ‘64 bit client architecture’ ensuring compatibility with Authority, TRIM (RM8), and Office 2013, and that all corporate applications remain operational (including Xpedite, Powerbudget, Interplan, Exponare and Crystal)

• Implement Interplan cloud solution

• Implement the new GIS (mapping) mobile platform to support inspections and maintenance of Council assets

Page 110


Records and Information Management

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014

TARGET 2014-2015

ACTUAL 2014-2015

Operational Customer Satisfaction with the service.

CSI 83 (based on overall internal customer

satisfaction rating – December 2008)

CSI 80 (based on overall internal customer satisfaction rating)

CSI 83 (based on overall internal customer

satisfaction rating – December 2008)

Note: As part of an organisational restructure in November 2014, the Information and Records Management Services unit (formerly part of the Governance, Information and Laws management area) became part of the new Organisational Systems management area.


• The organisation registered 155,589 records in Council’s Records Management System TRIM. The types of documents registered included inwards and outwards correspondence, internal files, notes, memos, emails and network drive documents.

• Appraised, assessed, sentenced and transferred 231.4 shelf metres of files to either the on-site secondary storage facility or commercial off-site storage.

• Received and processed 789 requests for file retrieval, form secondary storage. Successfully retrieved 90% of all files requested by staff, demonstrating the effectiveness of the management of our paper records.

• Information Management Working Group consisting of Business Services, Information Technology and Records Management key staff worked to implement Phase Two of the Electronic Document & Records Management System (EDRMS) project to continue the TRIM implementation by train remaining users how to register documents into TRIM and go live with key corporate integrations. As part of the project the following tasks were undertaken:

− Project Management to ensure the project is implemented in-time and on budget.

− Facilitation of Information Management (IM) Steering Committee to capture IM decisions.

− Various change management activities undertaken with staff to assist with cultural change post implementation.

− Migrated 27,561 network drive documents into the EDRMS to enable staff to have access to documents in a ‘one-stop-shop’ philosophy at go-live.

− Planning, testing and implementation of key corporate system integrations with TRIM to streamline and improve the retrieval of records for staff.

• Planned and implemented the Home and Community Care (HACC) Digitisation Project which included development of a digitisation plan, scanning and registering 1,928 hard copy HACC client files into TRIM to enable the hard copy source records to be destroyed once auditing is complete. Implementation of the project has enabled the HACC Team to work electronically, reducing document duplication and allowing immediate access to client information.

Page 111

Our Best Value Performance • Developed and implemented an education program to assist staff with the management and

archiving of records.

• Reviewed Records procedures and protocols as they now relate to the new TRIM to ensure consistency of process.


• Plan and implement digitisation projects for the conservation of staff personnel and environmental health hard copy files which will enable the disposal of the hard copy source records saving physical space while enabling staff to have instant access to records.

• Implement a quality assurance program to ensure documents that are digitised follow a stringent regime to check accuracy and readability of the digitally converted record.

• Prepare a Space Management Program to continue to free up space for corporate records and to support strategic decision making in relation to those records kept on site and those sent to Council’s commercial off-site storage facility.

• Develop and implement a TRIM Security Policy to ensure consistent security rules are in place and that they are regularly audited to ensure the protection of Council’s digital records.

• Continue working with the organisation to close network drives supporting Council’s vision to maintain one secure repository for records greatly reducing duplication issues.

• Participate in the MAV Records Step Program to identify any gaps and improvements and to ensure legislative requirements are met.

• Develop and implement a Pre-Action Digitisation Plan to enable the organisation to destroy temporary incoming hard copy source records after they have been digitally converted and registered into TRIM.

• Review Public Records Office of Victoria (PROV) standards in-line with new EDRMS processes to ensure standards are being met.

• Develop a TRIM report for the tracking of overdue correspondence items to allow monitoring officer response times with the aim of improving overall customer satisfaction.

• Review the TRIM training program to increase the use of the system by providing advanced training and video training demonstrations as an alternative to hands on training.

• Review post-implementation business improvement opportunities identified as part of the TRIM project to develop and implement workflows that support fully electronic processes to gain time efficiencies. Key processes identified for improvement include the electronic approval of invoices, staff annual leave forms and staff development reviews.

Page 112

Our Best Value Performance • Review business rules, naming conventions and various training guides to ensure records are

registered to the right location and to improve the consistency of how records are named.

• Re-engage Council’s hard copy records disposal programme to meet records and privacy legislative requirements and create physical storage space for active records.

• Develop a digital disposal process to meet records and privacy legislative requirements and create electronic storage space for active records.

• Implement an integration between Council’s Meeting and Agenda Preparation System and TRIM to remove duplication of effort for staff and the centralised capture of minutes and agendas.

• Conduct an internal customer survey to measure satisfaction and identify opportunities for improvement following the implementation of Phase 2 of the TRIM project.

Page 113


Business Services

SERVICE ASPECT

KEY PERFORMANCE

INDICATOR

ACTUAL 2013-2014



ACTUAL 2014-2015

Operational Customer satisfaction with the service. - Based on Internal

Customer Satisfaction Surveys

CSI 77 (based on June 2012 internal

survey)

Customer Satisfaction Index (CSI) rating = 85

(‘Overall satisfaction with service

support’. Internal survey.)

CSI 77 (based on June 2012 internal

survey)





(Overall Customer Service Satisfaction.

Average rating out of 10.)




Note: As part of an organisational restructure in November 2014, the Business Services team (formerly with the Organisational Performance management area) became part of the new Organisational Systems management area. During the restructure, the Community and Social Planning’ team (formerly combined with Business Services) joined the Health and Aged Services management area.


• Facilitated and supported the organisational and Council processes to develop the new Banyule City Plan 2013-2017 (Year 3), incorporating community feedback, further strengthening the areas of focus, and meeting the relevant legislative requirements. The City Plan includes an updated list of key initiatives for 2015/2016, to give the community a practical sense of what Council is aiming to achieve within its key directions and focus areas.

• Supported the organisational and Council processes to prepare the Budget document for 2015/2016. This involved working with relevant areas including Financial Services, Communications, Governance teams and relevant teams from the Assets and City Services directorate. The Budget was based on information gathered from extensive community consultation, a defined legislative context , and has been prepared with reference to The Institute of Chartered Accountants ‘Victorian City Council Model Budget 2015/2016’, a best practice guide for reporting local government budgets in Victoria. The links between the City Plan, Budget and Annual Report documents continue to be reviewed and strengthened.

• Co-ordinated and provided relevant corporate reporting for Banyule’s Annual Report in line with relevant legislation, reporting progress to the community and Minister for Local Government. This involved working with the Financial Services, Communications, Governance and Human Resources teams to prepare and finalise the Annual Report for 2013/2014, prepare Banyule’s Best Value Victoria Report 2013/2014, and refine relevant sections of the report. In addition, commenced work for the Annual Report 2014/2015.

Page 114

Our Best Value Performance • Coordinated extensive investigation and reporting for the Banyule Leisure Facilities Management

(BLFM) Service Development Review, encompassing Ivanhoe Aquatic Centre, Olympic Leisure Centre, and Nets Stadium. This included assessing service sustainability, usage levels across all components, community needs, facility direction as individual entities, service synergies, and operational appraisal in the market context.

• Coordinated the Banyule Youth Services (BYS) Development Review report. The review included strengthening service objectives, alignment with Council’s role in the local context with other service providers, the needs of the community, and sustainable service provision in supporting young people.

• Established and progressed coordinating of the Waste Management Service Development Review, encompassing kerbside and hard waste collection services. The continuing review includes evidence-based investigation, robust benchmarking, data analysis, and other key inputs to identify areas for improvement to service delivery outcomes and sustainability

• Continued to provide input to the State Government Performance Reporting Framework being established across every Local Government in Victoria and advocated for meaningful indicators in reporting to the community.

• Coordinated the establishment of reporting processes in line with the prescribed State Government performance report requirements across relevant service areas, including common service data sets.

• Provided submission input to the State Government in relation to rate-capping assessment framework covering issues relating to assessment basis, service provision, and contextual information.

• Successfully completed the 2014 Banyule Household Survey, an extensive community survey undertaken every 3 years. The Household Survey provides important planning and service development information for a range of Council areas serving the community.

• Successfully supported the organisation through the Best Value Plus (Banyule Management System) External Surveillance audits for Australian and International Standards in Quality, Occupational Health and Safety, and Environmental Management.

• Reviewed and maintained organisational systems related to Best Value Plus (Banyule Management System) including providing support to the Steering Committee and Working Group, facilitating the Internal Audit Program, maintaining system documentation and communication, facilitating training to relevant staff members, liaising with external auditors and assisting with the close-out of audit findings.

• Played a key role in the successful Phase 2 implementation of TRIM (to move to the new electronic document records management system (EDRMS)), including:

- Managing communication and staff engagement, with a focus on timely and consistent information.

- Coordinating User Acceptance Testing and Training Sessions and developing training materials.

- Working with the Project Team on settings and configurations to meet the business needs of end users and to formulate an appropriate implementation plan.

- Co-ordinating key business improvement activities, including business requirements for TRIM integrations, clean-up and classification of network drives in preparation for data migration and workflow development.

- Providing on-site and phone support for End Users.

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• Coordinated communication and consultation for the design of the One Flintoff, Greensborough and identified, monitored and reported on key projects and dependencies for the construction of the building and relocation of staff.

• Continued to develop, promote and support Council’s ‘Interplan’ planning and reporting system through the implementation of the Project Management module and reporting tools to achieve business improvement. This included loading the Annual Plans, Capital Works Plan and other key Council plans for 2014/2015, to enable organisational reporting and monitoring of important actions and projects.

• Assisted service units with their annual reporting and planning processes and facilitated the setup of plans in Interplan to allow for service specific reporting requirements. The development of plans and linking of actions to related plans continues to improve and be more consistent.

• Co-ordinated and supported the organisation’s Annual Business Planning Program, including: consultation with staff, an Annual Planning Day and development of an Annual Business Plan for 2015/2016 with strong alignment to the new City Plan (Year 3). This planning has been an important input for the City Plan and Budget processes.

• Provided ongoing corporate information management, including maintenance of documentation on the Banyule Council website and intranet (e.g. Best Value, City Plan), and continued to provide assistance in the development and review of a range of key plans and internal policies and guidelines.

• Co-ordinated the review of Council’s key performance indicators in line with the preparation of Banyule’s City Plan 2013-2017 (Year 3) and Budget 2015/2016. This extensive indicator set has been updated to measure important areas of Council’s performance for its community and align with the State Government’s introduction of the Local Government Performance Reporting Framework (LGPRF)

• Co-ordinated Council’s participation in Local Government Victoria’s Annual Community Satisfaction Survey as benchmark feedback on general service provision.

• Involvement in a range of organisational projects, including: - Community consultation - Supported integrated planning to achieve a consistent planning direction for key plans,

consultation and other activities.

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• Continue to work with IT and Capital Projects to develop, promote and support Council’s ‘Interplan’ system through the implementation of the Project Management module and reporting tools to achieve business improvements. This includes integration with action plans and performance measures.

• Assist the organisation in maintaining certification to Australian and International Standards in Quality, Occupational Health & Safety, and Environmental Management, including the scheduled Surveillance Audit in August 2015 and a review of the Banyule Management System to maintain its relevance and value to Banyule’s service provision.

• Manage the change management and business improvement aspects of the TRIM project during the phased roll-out by co-ordinating key activities, including new process development, business requirements for TRIM integrations, clean-up and classification of network drives and document migration and workflow development..

• Identify, monitor and report on key projects and dependencies for the construction of the building and relocation of staff, including key change management and communication requirements and business efficiency and service improvements opportunities.

• Ensure as far as possible that implementation of review recommendations and arising action plans are actively being undertaken to best position services in meeting community needs into the future.

• Strengthen the key summary information to support the executive and senior management team in their role to deliver business outcomes.

• Facilitate the implementation of the Local Government Performance Reporting Framework for Banyule (in line with the new legislation introduced by the State Government), as part of Council’s ongoing performance monitoring and reporting processes. This includes ongoing liaison with the State Government in its framework development

• Lead the organisational and Council process to review Banyule’s City Plan 2013-2017 (Council Plan) for year 4.

• Support the organisation in undertaking annual planning program actions (2015/2016), and develop a program for 2016/2017 to further strengthen Council’s approach to planning, project and service delivery, in alignment with the City Plan priorities.

• Continue to facilitate and support further integration of key Council policy and strategy documents, key supporting plans, actions, and ensure alignment with the City Plan priorities.

• Further develop the organisation’s performance measures to support and strengthen the alignment of service unit outcomes with City Plan priorities.

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Best Value Highlights - banyule.vic.gov.au · Best Value Highlights . Best Value Highlights . 2014...

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